• Matrix structures combine the benefits of traditional functional & product / service based structures. In a matrix reporting channels form a grid, and employees typically report to both a functional leader as well as a product or service based leader.
• Prior to adoption, an organization should understand the advantages and challenges associated with the matrix structure, as well as how such structure would address the specific needs of the current and future business. Matrix structures have several advantages over conventional one, such as flexible allocation of resources, increase information flow & increase employee autonomy. However, in addition to being extremely difficult to implement and sustain, matrix structures can incur greater overhead costs and increase internal competition for limited resources.
• If an organization decides to adopt a matrix , then it should be aware that, to succeed, the transition will require significant investment of both time and effort. Simply adopting a matrix structure is no guarantee for success, and such fundamental changes to an organization are not made swiftly. Organizations should acknowledge that changing cultural attitudes and norms, increasing levels of emotional intelligence and awareness, and developing effective training for employees and leaders are all critical components in maximising a matrix structure’s potential success.
• Organizations also should give thought to how they will navigate the unique challenges associated with successfully adopting a matrix structure, such as the increased potential for misaligned goals, unclear roles, responsibilities , ambiguous authority, the lack of matrix guardianship and silo- focused employees.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
9 Key Principles to Successful Organizational Strategytltiede
The purpose of this presentation is to review key principles that form the foundation of successful organizational strategy.
Readers are encouraged to review the referenced materials at the back of the presentation for further detail and insight.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
People management training encourages you how to achieve results through other people. To get that going, we will enable you to create and enhance your initiative aptitudes. We will train you to oversee business activities, while driving people in the meantime. Indeed, as a chief, you are the association between senior or official management and work force, which means your demonstrations can influence the primary concern.
Audience:
People management training is a 3-day course designed for:
Managers
Supervisors
Project managers
Team managers
HR managers
Learn About:
The role of a supervisor or manager
Managing performance
Effective communication
Managing the performance conversation
Questioning skills
Delegating
Giving and receiving feedback
Managing according to the situation
For what reason Do You Need People Management Training?
Motivate and lead the people you depend on
Tailor your management and individual techniques in light of the different circumstances
Apply the applicable appointment strategies for any given circumstance
Resolve struggle all the more proficiently in a wide assortment of circumstances
Change the "inconvenience creators" and poor entertainers into cooperative people
Pick up the trust of your association
Improve your certainty, authority aptitudes, and individual and expert satisfaction in your activity by overseeing people successfully
Training Objectives:
Upon the completion of people management training, the attendees are able to:
Recognize the difference between the conventional and modern role of managers
Comprehend the impact of values
Tailor their style of management based on various situations they are in
Apply the management method required for inspiring people in various scenarios
Apply effective feedback to handle difficult people
Delegate responsibilities to develop their personnel
Handle conflicts effectively
Comprehend how their corporate’s environment forms the performance of the people
Adopt emotional intelligence to accomplish higher effectiveness
Commit to good ethics
Recognize prospects of them as the managers
Effectively communicate, motivate and delegate.
Apply proper techniques to modify their communication and management style to fit diverse personalities
Apply suitable leadership skills in various situations, Mentor employees to maximize productivity, Provide positive and constructive feedback to their team
Determine main skills for performance-managing their team
Course Outline:
Overview of People Management, People Management Fundamentals, Personnel Functions, Strategic People Management, Strategic People Management Approaches, How to Accomplish Best Outcomes?, Encouraging Well-Being, Values, Personal Styles, Organizational Culture, Be Committed to Good Ethics.
Learn more about People Management Training
https://www.tonex.com/training-courses/people-management-training/
Management and Leadership Training PresentationFelcotech
This material is an extract from the just concluded leadership and management training conducted by Felix Ugokpa, CAPM through the EGTL HR Professionals in Escravos, Nigeria. February, 2012
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
9 Key Principles to Successful Organizational Strategytltiede
The purpose of this presentation is to review key principles that form the foundation of successful organizational strategy.
Readers are encouraged to review the referenced materials at the back of the presentation for further detail and insight.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
People management training encourages you how to achieve results through other people. To get that going, we will enable you to create and enhance your initiative aptitudes. We will train you to oversee business activities, while driving people in the meantime. Indeed, as a chief, you are the association between senior or official management and work force, which means your demonstrations can influence the primary concern.
Audience:
People management training is a 3-day course designed for:
Managers
Supervisors
Project managers
Team managers
HR managers
Learn About:
The role of a supervisor or manager
Managing performance
Effective communication
Managing the performance conversation
Questioning skills
Delegating
Giving and receiving feedback
Managing according to the situation
For what reason Do You Need People Management Training?
Motivate and lead the people you depend on
Tailor your management and individual techniques in light of the different circumstances
Apply the applicable appointment strategies for any given circumstance
Resolve struggle all the more proficiently in a wide assortment of circumstances
Change the "inconvenience creators" and poor entertainers into cooperative people
Pick up the trust of your association
Improve your certainty, authority aptitudes, and individual and expert satisfaction in your activity by overseeing people successfully
Training Objectives:
Upon the completion of people management training, the attendees are able to:
Recognize the difference between the conventional and modern role of managers
Comprehend the impact of values
Tailor their style of management based on various situations they are in
Apply the management method required for inspiring people in various scenarios
Apply effective feedback to handle difficult people
Delegate responsibilities to develop their personnel
Handle conflicts effectively
Comprehend how their corporate’s environment forms the performance of the people
Adopt emotional intelligence to accomplish higher effectiveness
Commit to good ethics
Recognize prospects of them as the managers
Effectively communicate, motivate and delegate.
Apply proper techniques to modify their communication and management style to fit diverse personalities
Apply suitable leadership skills in various situations, Mentor employees to maximize productivity, Provide positive and constructive feedback to their team
Determine main skills for performance-managing their team
Course Outline:
Overview of People Management, People Management Fundamentals, Personnel Functions, Strategic People Management, Strategic People Management Approaches, How to Accomplish Best Outcomes?, Encouraging Well-Being, Values, Personal Styles, Organizational Culture, Be Committed to Good Ethics.
Learn more about People Management Training
https://www.tonex.com/training-courses/people-management-training/
Management and Leadership Training PresentationFelcotech
This material is an extract from the just concluded leadership and management training conducted by Felix Ugokpa, CAPM through the EGTL HR Professionals in Escravos, Nigeria. February, 2012
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
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.
Did you know? Nearly 50% of job candidates assess potential companies based on their hierarchy culture. Among the deciding factors in the application process, 46% of job applicants mentioned culture, while 88% thought it was at least somewhat relevant.
An organizational structure is a system that outlines how certain activities are directed in order to keep an organization efficiency and achieve its Strategic Goals of the organization. These activities can include processes, roles, responsibilities, decision making and communication.
For example, in a centralized structure, decisions flow from the top down, while in a decentralized structure, decision-making power is distributed among various levels of the organization. Having an organizational structure in place allows companies to remain efficient and focused.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Leadership Capability Frameworks: Why You Need OneAcorn
A leadership capability framework outlines the capabilities required in leaders to achieve key business objectives. It creates a common language around what ‘good’ and effective leadership looks like in an organisation and takes the guesswork out of evaluating talent.
For more content like this, check out Acorn Labs: http://acornlabs.education/
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
John Maxwell’s “The 21 Irrefutable Laws of Leadership” is a book that I have found quite helpful in measuring my own personal growth in leadership abilities, as well as in finding the areas where I struggle or need to grow. The premise of this book is not to say there are only 21 principles concerning leadership. That idea is clearly false, proven by the number of leadership books, articles, blogs, and podcasts available today. Rather, accord to Maxwell, there are 21 “laws” to leadership that are universally true no matter where one may lead in any culture or area of society. (Note: Sociologists generally agree that there are 7 “areas of society” which are business, government, media, arts and entertainment, education, the family, and entertainment.)
Since each chapter of this book discusses one of the leadership laws, it will be most beneficial for this book review, to walk through theses laws one at a time.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
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Edition:12th Global Edition
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Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Leadership Ethics and Change, Purpose to Impact Plan
Making the matrix work
1. Some Impressionistic Take away from the Book of
Kevan Hall
Making the Matrix Work
Ramki
ramaddster@gmail.com
2. About the Authors
Kevan Hall is the founder and CEO of Global
Integration Ltd. , a consultancy specializing in
skills required to work in complex, international
organizations, with offices in the UK and
California.
He works with companies around the world
including Microsoft, Coca-Cola, GlaxoSmithKline,
and Vodafone.
He has practical experience in line management,
manufacturing operations, HR, training, and
strategic and market planning, mostly at Mars
where he worked in Strasbourg as head of
training and education from Vladivostock to
Ireland. He manages his own cross-cultural and
remote organization and is a regular speaker at
international conferences.
3. Prelude
In a matrix organization your skills matter more than your status,
your role does not define your reach, and you may wake up
every morning with “multiple bosses, competing goals, influence
without authority and accountability without control.”
A “matrix organizational structure” slices horizontally. It cuts
across the up-and-down chain of command, severing silos,
stretching to multiple locations and combining functions that
used to be delineated.
That new mind-set calls for new skills. For example, because
companies now can sprawl across national borders, managers
need strong intercultural communication skills, openness and
flexibility. You’ll interact with “colleagues from different locations”
and you’ll affect people in various units and cultures.
4. Prelude
Traditional “vertical structures” with clear lines of responsibility
seem simpler, but they don’t fit today’s collaborative business
environment.
In a horizontal “matrix organizational structure,” formal titles
mean less and divisions are permeable. Managers may have
less formal, defined authority.
The matrix’s positive and negative qualities merge in how
people work together, though the apparent negatives can be
daunting: Within a matrix, your accountability may decrease,
your goals may be less clear, and you may face
more uncertainty..”
“Both the advantages and disadvantages of the matrix are
fundamentally about people and the way they work together
5. Context
– why matrix
Creating clarity
& embracing
flexibility
Being connected
& effective
Balancing trust
and control
The Matrix
Mindset & skillset
Process
6. A Matrix Structure is where we have more than
one formal reporting line.
Matrix working is where we are working or
managing “horizontally” across the traditional
“vertical” silos of function, geography and other
organizational boundaries. It can include managing
external stakeholders, multi-functional and virtual
teams.
Context – What is Matrix ?
7. Why Matrix ?
Drivers – Internal & External
To meet the needs of Global or Regional Business
needs
Improved Global or Regional projects & systems
Improved access to shared resources, skills &
technologies across the organization.
Improved cooperation & communication across
the old functional & geographic silos.
Flexibility through faster decision making
Broader & more multi-skilled people development
8. • Because work runs horizontally across the
organization, it no longer fits within the traditional
vertical silos of function and geography.
Matrix working is everywhere in managerial &
professional roles in major organizations.
Why Matrix ?
11. Matrix working represents a significant increase in
complexity in leadership, collaboration and personal
effectiveness.
Multiple bosses
Competing goals
Higher levels of complexity
Influence without authority
Accountability without control
Success requires a new “Matrix Mind-set” & The skills
to back this up
A Step up in Complexity
12. Creating Clarity & Embracing Flexibility
A matrix trades clarity for flexibility
We need to do what we can to bring Clarity, but we also need
to be comfortable with higher levels of ambiguity
If we could have complete Clarity, we would not need a
Matrix
13. Top Few Matrix Middle Local many
Low
High Clear Strategy &
Goals
Clear Goals
& Workflow
Competing “Whats”
Clarity about WHAT we need to do
14. Top Few Matrix Middle Local many
Low
High
Most conflict is
about how
& less visible to
senior managers
Debate about HOW we should do it
15. Top Few Matrix Middle Local many
Low
High
Middle Managers get squeezed
Competing “Whats”
Conflict about
how
16. Question – What do the matrix middle need?
Question - “What knowledge, skills, authority or
information do people in the “matrix middle need in
order to be successful?
17. Clarity and Flexibility
When you have 2 or more bosses you may be the
only person with a compete view of your goals and
role.
You should certainly be the person with the most
motivation to sort out any lack of clarity or conflicts.
A matrix requires much higher levels of personal
ownership of goal and role clarity.
18. Clarity and Flexibility
Create clarity where you can – goals, roles and alignment.
But not everything will be clear so don’t obsess on RASCI
etc.
Trade-offs and dilemmas are normal
Metrics and incentives need to reflect this
Conflict is OK so long as we have the skills to resolve it.
Concentrate on escalations as a signal of problems.
19. Decision Making –Expertise vs. Authority
Based on authority /DOP
Boss feels the need to reserve to him –
or herself
Boss will consult others
Responsible for final decision
Within the area of responsibility of
the expert, confident & empowered
Made on basis of expertise
More than one person
Process through discussion, Consensus
Collective process .Not Hierarchy
20. To Summarize –Matrix & “Clarity”
Functioning in a matrix demands “clarity,” “flexibility” and
continual renegotiation of the balance between them.
Most organizations define clarity in terms of goals, but most
goals aren’t as clear as executives like to think.
Leaders /Managers torn between two clear but conflicting
goals need to handle such trade-offs themselves without
taking questions up to the executive level.
To reach those self-governing choices, managers need the
data, skills “and confidence to make good decisions.”
“Communities are about creating opportunities for connection
and dialogue and seeing what emerges. They are not about
forcing collaboration.”
21. People working in matrix organizations often complain that
their goals and their roles are not aligned.
Be aware of this issue if people regularly make “poor
judgment calls,” if they duplicate one another’s efforts, if
tasks don’t get done, if processes aren’t synchronized or if
people clash over resources.
To achieve greater alignment, communicate the firm’s
“vision, mission” and core strategies.
Create a strong culture and share it. Set up a balanced
scorecard to show that different aspects of the company –
customer relations, finances, learning, organizational
development, administration and more – create value. Make
sure everyone knows what your leaders value.
The Matrix & Alignment
22. “Effective organizational change flows from strategy to
structure to systems to skills.”
Use “cross-business campaigns” to promote alignment by
building a sense of shared purpose.
Show employees why they need “vertical goals” for their
jobs – based on strategic concerns – and “horizontal goals”
for facilitating the work of the overall organization.
If you belong to a team, work with your members to boost
the group’s coordination and collaboration.
The Matrix & Alignment
“Research shows that role clarity is highly correlated with
engagement, performance and retention, so it is
important to get this right.”
23. To Summarize –Matrix & “Clarity”
The different levels that hierarchical management structures
once kept strictly separated now must communicate with each
other until executives and managers share the same reality. That
seldom happens in traditional structures where 78% of senior
managers think that their middle managers’ roles are well
defined, while 85% of middle managers believe their roles are not
clear.
“A lack of alignment of goals and roles is one of the most
common complaints in matrix working.”
Goals often compete and “change quickly,” complicating the
issue of clarity in a matrix organization. When goals can come
from different parts of the corporation, and from offices in
different places that work on mismatched timelines and have
diverse perspectives, the result can be complex and frustrating.
Matrix organizations have many tools to deal with this,
including…………..
24. To Summarize –Matrix & “Clarity”
“Line of sight” – Align all employees’ objectives with “high-
level strategic goals.” This can help individuals gain clarity,
and support “overall organizational alignment.”
“Cascade” – Goals and communication flow from the highest
level down to the next, and the next, and so on. This structure
can suffer from lack of feedback if communication flows in only
one direction.
“Focusing” – Concentrate on increasing clarity about a few
main goals.
“In reality, talented Leaders have always used a wide range of
influence techniques and sources of power to get things
done.”
25. To Summarize –Matrix & “Clarity”
People who are clear about their roles are more engaged and
perform better.
To assess clarity, ask each person at a meeting to write the
top three goals for the firm, the division and the department.
Share those goals to ensure that people’s perceptions are
correct. Have them define their goals, creating “islands of
clarity” and finding the answers they need to make the matrix
work for them.
You may change how you define goals.
Older models, like SMART (“specific, measurable, achievable,
realistic, and time-bounded”) goals, may be “too simplistic for
the matrix.”
26. To Summarize –Matrix & “Clarity”
“The key challenge to matrix success is creating a mind-set and a
skillset in our people that allows them to cope with the new level of
complexity.”
Clarify your goals with “RASCI” analysis, which reviews what you
are “ Responsible “ “Accountable” for, what you are “Consulted”
about and what you need to be “Supported “ & “Informed” about.
Each category entails different duties. For example, only one person
is accountable for a project, but several people may be responsible
for completing increments of the work involved.
Figure out what you have to deliver and “how you are expected to
work.” Set your priorities and determine what “consequences and
implications” your work carries for others. Outline who makes
decisions: each person, the group or a boss.
“Cooperation is vital to the success of a matrix organization.
However, cooperation has become more complex and expensive
28. Being Connected and Effective
Verticals - Functions / Businesses /
Geography
We introduce a
matrix to increase
cooperation and
communication
across the traditional
silos.
You
29. Being Connected and Effective
Verticals - Functions / Businesses /
Geography
Horizontal–BU/Functions
We introduce a matrix
to increase cooperation
and communication
across the traditional
silos.
But be careful what you wish for!
You
31. Four Modes of Cooperation
Spaghetti Team Star Group
Cloud Community Purposeful Network
32. Star Groups and Spaghetti Teams
Star Group Spaghetti Team
• People can work on individual
objectives
• Roles do not overlap
• People have unique skills
• Communication is needed relatively
infrequently
• People can normally complete their daily
work without information or service from
others in the group
• Information is shared for learning and
interest
• Objectives require cooperation of all
members of the team
• Individual roles overlap
• People have complementary skills
• Communication is needed relatively
frequently
• People are dependent on others in the
team to get their daily work done
• Information is shared to get things done
33. The Question - Cooperation – the size of the prize
Q1 - What % of your typical week do you spend in meetings,
conference calls and web meetings (with more than 2 people)
Q2 – Of that time that you spend in meetings, calls etc.. What
% of the content is relevant and necessary for you to do your
job?
Note - Answers should be a number between zero and 100 – or
you could use bands 0-25%, 26-40%, 41% to 60%, 61-80%,
more than 80%
34. Streamline your meetings
Discuss this in your regular “team” meeting or call
What topics do you cover?
Are these star, sub-team or full team spaghetti topics?
Does everyone need to be involved in these topics?
How else could you meet the objectives of the call or
meeting?
35. Cooperation
Be clear about the mode of cooperation you need.
Use the simplest mode you can to achieve your goals
– its not all about teams.
Involve as few people as you can.
Clarify decision rights.
Focus your synchronous time on “spaghetti”.
Support the mode of working with the appropriate
technology (including social media)
“Set up the matrix so that anyone in the organization could
contact any other individual to get things done, not so that
everyone in between had to come to the meeting”
38. Balancing Trust Control
Trust
Undermined
Factors such as
distance, cultures, time
zones, working through
technology, competing
goals and multiple
bosses can subtly
undermine trust in a
matrix and lead to a
“vicious circle”.
39. Balancing Trust and Control
Take explicit steps to build trust in distributed teams and
groups – its no longer a free by-product of proximity.
Use escalation as a signal of a lack or capability or confidence
and an opportunity to build both and increase empowerment.
Push decisions down to the lowest level possible.
Review your control mechanisms – the “carriers of control”.
What should the vertical stop doing to allow space for the
horizontal to succeed – reviews, meetings, controls, approvals
etc...
41. Situation What behaviors does
this lead to?
Accountability < Control
Accountability = Control
Accountability> Control
Accountability without Control -3 Possibilities
42. Situation What behaviors does this
lead to?
Accountability < Control 16% of jobs in Harvard Study >
Poor performance
Accountability = Control 14% of jobs >
Efficiency
Accountability > Control
70% of jobs >
Exploring and
Collaboration
Accountability without Control -3 Possibilities
43. Vertical Accountabilities
• Individual
• Functional
• Control over most resources needed
• Focus on efficiency A=C
Horizontal accountabilities
• Shared
• Cross-functional activity or process
• Needs others’ resources
• Focus on exploration and cooperation A>C
Accountability without Control
45. Context
Clarity
Cooperation
Creating clarity and alignment.
Dealing with ambiguity, trade-
offs and dilemmas.
Working across distance, cultures,
time zones, through technology and
organizational boundaries.
Being connected and effective –
avoiding the “over-connection trap”
Leading in a Matrix
Why matrix?
Demystifying the Matrix.
Balancing Trust & Control.
Empowering people in a matrix.
Accountability without control..
Control
Mindset
&
Skillset
46. The Matrix victim waits for someone else to bring Clarity; the matrix Leader
relishes the Flexibility, Autonomy & Breadth that Matrix gives them
47. Self-Leadership – taking control and ownership of your goals,
role and skills.
Breadth – think beyond your role and function. Take
ownership for the delivery of results that cross organizational
boundaries
Comfortable with ambiguity – bring clarity, structure
and control to bear when necessary but embrace ambiguity,
flexibility and trust.
Adaptive – flexible and open to learning new ideas and new
ways of working.
Influential – don’t fall back on traditional power and authority
to get things done, use a wide range of influence techniques
The Matrix Mind-set
48. The Question to debate
My organization provides specific skills training for our people
on…
1.Matrix management
2.Matrix teams
3.Working in a matrix
4.None of the above
Please select any that apply
Matrix Skillset
49. Leadership Collaboration Personal Effectiveness
• Demystify the matrix for their
people
• Build clarity and organizational
alignment
• Streamline cooperation
• Create and support
accountability without control
• Communicate effectively to
diverse groups and through
technology
• Exercise power and influence
without authority
• Lead others toward
empowerment and freedom
• Find the right balance of trust
and control
• Build a culture that supports
matrix working
• Building and aligning matrix
team goals
• Managing competing goals and
priorities within the team
• Choosing and using spaghetti
teams, star groups, cloud
communities and purposeful
networks.
• Building Matrix teams –
building, improving and running
teams across barriers of
distance, cultures, time zones,
technology and organizational
complexity
• Supporting cooperation through
technology – creating relevance
in communication and building
participation and engagement
online
• Building, maintaining and
repairing trust in the matrix
environment
• Managing team celebration and
learning remotely
• Define and clarify their own
goals
• Manage alignment with others
• Deal with competing goals and
higher levels of ambiguity
• Own and shape their own role
• Manage multiple bosses and
divided loyalties
• Build and engage a matrix
network to get things done
• Manage trade-offs, choices and
dilemmas
• Influence without authority
• Build trust with colleagues
across distance and cultures
• Escalate positively
• Manage conflict
• Communicate through
technology
• Work in matrix, virtual and
global teams
• Work across time zones
• Stay visible when working
remotely
Matrix Skillset
57. When you recruit people for matrix roles, do you look for the
Matrix Mind-set?
What evidence can you collect during recruitment about
people’s past experience of operating this way?
Are you rewarding successful matrix behaviours through
your recognition & career-development systems ?
Do individuals in your organization have the skills necessary
to be successful in the matrix ?
Do your training & development support people in building
the Matrix Skillset ?
The Questions ……
58. You can be a “matrix victim” who suffers passively and
complains. Or you can be a “matrix manager” who
embraces the flexibility of a horizontal structure.
Before you can help your employees develop their roles,
you must develop the consciousness to live amid greater
complexity.
A matrix mind-set calls for Self-leadership as you define
your goals and your role in the company.
You need to be “comfortable with ambiguity,” able to change
and able to lead through influence, not control.
The matrix Mind-set calls for a set of related skills, including
leadership, collaboration and “personal effectiveness.”
To Summarize -The “Matrix Mind-Set” and the “Matrix Skillset
59. “Ensuring that individuals have access to
communications technologies and the skills
necessary to use them properly is essential
for effective cooperation in distributed
teams and organizations.”
60.
61.
62. The “matrix organizational structure” cuts across “traditional
vertical structures of function and geography.”
Matrix management flows horizontally, across departments
and locations – not vertically, up and down a hierarchy. It
destroys silos.
A matrix structure provides flexibility and cooperation,
demands greater internal communication, and can cope with
ambiguity and uncertainty.
Managers in traditional organizations rely on formal
command structures.
Matrix managers exert influence through cooperation and
empowerment.
Most people need their managers’ help to understand their
roles and goals in the matrix.
Key Take Aways
63. “Horizontal accountability” calls for cooperating “across
functions.”
“Vertical accountability” calls for finishing your own defined
tasks.
To align employees’ objectives, share “high-level strategic
goals,” approach alignment as a “cascade” flowing through
levels, or focus with intensity on a few main goals.
Cooperate within four-to-six person “spaghetti teams,” 10-to-
15 person “star groups,” “cloud communities” of up to 50
people or “purposeful networks” of as many as 150.
Key Take Aways