This document provides an overview of topics related to general management. It begins with an introduction to organizational structure and change, organizational culture, social networks, and leading people and organizations. It then discusses decision making, outlining different decision making models and potential challenges. The document provides definitions and examples to explain key concepts within each topic area. It aims to give the reader a high-level understanding of several important aspects of management.
Discovering Leadership Designing Your Success 1st Edition.pptxreefatrouf
- SAGE was founded in 1965 by 24-year-old entrepreneur Sara Miller McCune and continues its legacy of equipping instructors with high-quality resources.
- It invests in top authors to distill research into practical lessons and offers digital solutions at affordable prices while remaining independently owned.
- The textbook was written by four authors from various universities to provide a comprehensive guide to leadership based on design thinking principles.
This document contains the agenda and presentation materials for a strategic leadership workshop presented by Linda Oestreich to the STC-Houston chapter on November 10, 2012. The workshop objectives are to help participants understand concepts of leadership, their role as leaders, and how to prioritize leadership needs for their chapter. The presentation covers defining leadership traits, different leadership roles, evaluating strengths and weaknesses, and developing a strategic leadership plan with goals, alignment of members, and ongoing motivation. The workshop provides guidance on effective communication, outcome-based planning, and finding one's own leadership style.
Creating and Sustaining Successful Networks focused on providing best practices for building and maintaining effective networks. It discussed the importance of establishing a clear purpose and principles, understanding network structure, and utilizing appropriate tools and leadership approaches. Specific topics included defining success, incorporating new members, decentralizing networks, and leveraging both online and in-person interactions. The overall goal was to enhance participants' ability to develop healthy, impactful networks.
This document is the preface of an OpenStax textbook on organizational behavior. It provides information on OpenStax, including its mission to create free, peer-reviewed textbooks to improve access to education. It also lists the publisher and copyright information, as well as philanthropic partners who support OpenStax's vision. The preface welcomes readers to the textbook and provides a brief overview of its contents and topics covered.
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
Succeeding in the world of special librarianship 03-29-2018 Stephen Abram
1. The webinar discussed building and maintaining relationships as the foundation for success as a special librarian.
2. Effective relationships are built on trust and understanding other people's needs and goals.
3. Special librarians should develop relationships with various stakeholders including clients, colleagues, executives, library staff and others to advocate for the library and understand organizational priorities.
USAID Knowledge Management Building Blocksgvaughan
This document summarizes a World Bank knowledge sharing event on building blocks and stumbling blocks for knowledge management. The event included panel presentations on various frameworks related to KM, including culture, change management, governance, and measurement. It then outlined small group discussion tasks for participants to discuss the implications of these frameworks based on their experiences. The overall goal was to share perspectives on KM and develop recommendations to improve how knowledge is managed and shared within organizations and across networks.
Discovering Leadership Designing Your Success 1st Edition.pptxreefatrouf
- SAGE was founded in 1965 by 24-year-old entrepreneur Sara Miller McCune and continues its legacy of equipping instructors with high-quality resources.
- It invests in top authors to distill research into practical lessons and offers digital solutions at affordable prices while remaining independently owned.
- The textbook was written by four authors from various universities to provide a comprehensive guide to leadership based on design thinking principles.
This document contains the agenda and presentation materials for a strategic leadership workshop presented by Linda Oestreich to the STC-Houston chapter on November 10, 2012. The workshop objectives are to help participants understand concepts of leadership, their role as leaders, and how to prioritize leadership needs for their chapter. The presentation covers defining leadership traits, different leadership roles, evaluating strengths and weaknesses, and developing a strategic leadership plan with goals, alignment of members, and ongoing motivation. The workshop provides guidance on effective communication, outcome-based planning, and finding one's own leadership style.
Creating and Sustaining Successful Networks focused on providing best practices for building and maintaining effective networks. It discussed the importance of establishing a clear purpose and principles, understanding network structure, and utilizing appropriate tools and leadership approaches. Specific topics included defining success, incorporating new members, decentralizing networks, and leveraging both online and in-person interactions. The overall goal was to enhance participants' ability to develop healthy, impactful networks.
This document is the preface of an OpenStax textbook on organizational behavior. It provides information on OpenStax, including its mission to create free, peer-reviewed textbooks to improve access to education. It also lists the publisher and copyright information, as well as philanthropic partners who support OpenStax's vision. The preface welcomes readers to the textbook and provides a brief overview of its contents and topics covered.
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
Succeeding in the world of special librarianship 03-29-2018 Stephen Abram
1. The webinar discussed building and maintaining relationships as the foundation for success as a special librarian.
2. Effective relationships are built on trust and understanding other people's needs and goals.
3. Special librarians should develop relationships with various stakeholders including clients, colleagues, executives, library staff and others to advocate for the library and understand organizational priorities.
USAID Knowledge Management Building Blocksgvaughan
This document summarizes a World Bank knowledge sharing event on building blocks and stumbling blocks for knowledge management. The event included panel presentations on various frameworks related to KM, including culture, change management, governance, and measurement. It then outlined small group discussion tasks for participants to discuss the implications of these frameworks based on their experiences. The overall goal was to share perspectives on KM and develop recommendations to improve how knowledge is managed and shared within organizations and across networks.
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
Principles of Management: A complete Knowledge Acumendeveshrath
This document provides information about the OpenStax textbook "Principles of Management". It includes the publisher and copyright details, as well as descriptions of how the textbook can be distributed and customized. The textbook covers key topics in management through 18 chapters and is designed for introductory management courses. It takes a structured approach to reduce inconsistencies and make selecting topics easier for instructors.
Strong cultures:
Commit members to do things that are in the best interests of the organization.
Discourage dysfunctional work behavior.
Encourage functional work behavior.
The best organizations have strong cultures that:
Are performance-oriented.
Emphasize teamwork.
Allow for risk-taking.
Encourage innovation.
Value the well-being of people.
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
UX designers, researchers, and product owners, when working together, can make an awesome combo and bring the UX practice to the next level. Anita Barraco-Cator and Anna Harasimiuk share insights on their strong and unique partnership and how their UX leadership fundamentally changed the way product teams work together when designing and developing products. Their talk discussed key behaviors of a UX leader, how to be aware of your leadership strengths & weaknesses, and how partnering with someone can fill in the gaps.
Presented at the Dallas UX Leadership meeting on Wed, Sep 18, 2019
(https://www.meetup.com/Dallas-UX-Leadership/events/263986852/)
Linked-in posts:
https://lnkd.in/eR8f8BD
https://www.linkedin.com/posts/gavinyfung_uxresearch-usability-userexperience-activity-6580238292179128320-Rehu/
This document provides an overview of leadership topics including key drivers of leadership such as ideas, processes, people and actions. It discusses building collaboration, competitive strength, and trust. It also examines reasons for leadership success and failure as well as qualities of effective leaders. The document concludes with considerations for strategic planning as the year ends.
This document discusses networking and social capital. It defines networking as seeking relationships to achieve common goals and interacting with others to develop productive relationships. Social capital refers to networks, norms, values and understandings that facilitate cooperation. Successful entrepreneurship relies on managing relationships and building social capital through business networking. The benefits of networking include finding clients, collaborators, information and support. Effective networking requires preparation, setting goals, attending relevant events, and contributing value to relationships. Networks develop over time from scattered individuals to interconnected clusters through the creation of hubs and the development of trust between participants.
This document provides an overview of organizational culture and cultural change. It discusses key elements of culture including vision, goals, values, talent development, and employee empowerment. It also examines components of workplace courage and how to create a culture of trust. Additional sections explore the relationship between culture and ethics, leadership, employee engagement, and performance. The document concludes with case studies and questions about measuring and evolving organizational culture.
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
This document summarizes a presentation on engaging employees using digital tools. The presentation covered:
1) Definitions of employee engagement and what engages employees, including leadership communication, meaningful work, and voice.
2) The role digital media can play in engagement, such as leadership visibility, recognition, and two-way communication.
3) Overcoming barriers to using social media in organizations, including setting objectives, starting small, clear guidance, and positioning social tools in the communications mix.
4) A case study of an organization using social recognition programs and online communities to foster collaboration.
5) Ways intranets can encourage innovation, such as focusing on strategic goals, quick platforms, social
This document discusses communities of practice (CoPs), which are groups of people who share a common interest and come together regularly to learn from each other. The presentation covers what CoPs are, their benefits, types of CoPs, where the concept is being applied, how to build and maintain CoPs, examples of CoPs like FabLabs and entrepreneur networks, criticisms of CoPs, and conclusions. CoPs can drive innovation, spread best practices, develop skills, and help companies recruit and retain talent through peer-to-peer learning. Both self-organized and sponsored CoPs exist, serving different purposes and holding together in different ways. Building and sustaining CoPs requires a clear purpose, leadership, processes, and value
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
This presentation highlights the point that great leaders are visionaries and usually transform, empower and mentor others to ensure sustainability of organisations.
The paper describes the visioning process and how effective leadership can help transform individuals that would replace them through effective coaching for corporate sustainability.
This document summarizes a presentation about recruiting and leveraging corporate board members for non-profits. It introduces the presenters - Kelly Dunphy, Mark Axelowitz and Gregory Boroff - and their relevant experience. The presentation covers relating to potential corporate board members, identifying suitable prospects, recruitment infrastructure, onboarding new members through orientation and engagement, and ensuring members are leveraged effectively.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
This document discusses emerging trends in organizational development (OD). It identifies 5 major macro forces influencing OD: changes in technology, constant change, partnerships and alliances, changes in work structure, and increasing diversity. It then outlines 5 emerging trends in OD: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. Each trend is discussed in 1-2 paragraphs highlighting its importance and impact on organizations.
This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com
130620&0627 developing corporate communications strategy for ngosAnnita Mau
A two day workshop for communication managers and officers working in social service sector. They were led through step zero: crafting corporate strategy to step ten: developing communication strategy, designing an innovative programme, publicising it via the mass media.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
Principles of Management: A complete Knowledge Acumendeveshrath
This document provides information about the OpenStax textbook "Principles of Management". It includes the publisher and copyright details, as well as descriptions of how the textbook can be distributed and customized. The textbook covers key topics in management through 18 chapters and is designed for introductory management courses. It takes a structured approach to reduce inconsistencies and make selecting topics easier for instructors.
Strong cultures:
Commit members to do things that are in the best interests of the organization.
Discourage dysfunctional work behavior.
Encourage functional work behavior.
The best organizations have strong cultures that:
Are performance-oriented.
Emphasize teamwork.
Allow for risk-taking.
Encourage innovation.
Value the well-being of people.
Illinois ResourceNet’s offers a workshop to help introduce nonprofit organizations to the principles of collaboration, the nature and type of collaborative and what it takes to work together in a sustainable manner. In particular, collaboratives play a vital role in Illinois ResourceNet’s commitment to building capacity in the nonprofit sector in Illinois to facilitate stronger federal grant development and submissions.
Lauri Alpern, an Illinois ResourceNet technical assistance provider will lead the workshop and will guide participants through the process of partnership development and completion of tasks in a group setting.
UX designers, researchers, and product owners, when working together, can make an awesome combo and bring the UX practice to the next level. Anita Barraco-Cator and Anna Harasimiuk share insights on their strong and unique partnership and how their UX leadership fundamentally changed the way product teams work together when designing and developing products. Their talk discussed key behaviors of a UX leader, how to be aware of your leadership strengths & weaknesses, and how partnering with someone can fill in the gaps.
Presented at the Dallas UX Leadership meeting on Wed, Sep 18, 2019
(https://www.meetup.com/Dallas-UX-Leadership/events/263986852/)
Linked-in posts:
https://lnkd.in/eR8f8BD
https://www.linkedin.com/posts/gavinyfung_uxresearch-usability-userexperience-activity-6580238292179128320-Rehu/
This document provides an overview of leadership topics including key drivers of leadership such as ideas, processes, people and actions. It discusses building collaboration, competitive strength, and trust. It also examines reasons for leadership success and failure as well as qualities of effective leaders. The document concludes with considerations for strategic planning as the year ends.
This document discusses networking and social capital. It defines networking as seeking relationships to achieve common goals and interacting with others to develop productive relationships. Social capital refers to networks, norms, values and understandings that facilitate cooperation. Successful entrepreneurship relies on managing relationships and building social capital through business networking. The benefits of networking include finding clients, collaborators, information and support. Effective networking requires preparation, setting goals, attending relevant events, and contributing value to relationships. Networks develop over time from scattered individuals to interconnected clusters through the creation of hubs and the development of trust between participants.
This document provides an overview of organizational culture and cultural change. It discusses key elements of culture including vision, goals, values, talent development, and employee empowerment. It also examines components of workplace courage and how to create a culture of trust. Additional sections explore the relationship between culture and ethics, leadership, employee engagement, and performance. The document concludes with case studies and questions about measuring and evolving organizational culture.
Breaking Down Barriers (to enterprise social) in the Land of DinosaursSusan Hanley
You’ve heard the messages: the future of collaboration is all about enterprise social networks. It’s a future where you’d like to be, of course, but what if you work in a land of stodgy dinosaurs? Your dinosaurs might not find it so easy to let go of past paradigms and make the leap of faith to try something new and different. This presentation showcases several powerful social collaboration success stories from which you can draw insights and presents some proven approaches to break down the barriers that you might encounter.
This document summarizes a presentation on engaging employees using digital tools. The presentation covered:
1) Definitions of employee engagement and what engages employees, including leadership communication, meaningful work, and voice.
2) The role digital media can play in engagement, such as leadership visibility, recognition, and two-way communication.
3) Overcoming barriers to using social media in organizations, including setting objectives, starting small, clear guidance, and positioning social tools in the communications mix.
4) A case study of an organization using social recognition programs and online communities to foster collaboration.
5) Ways intranets can encourage innovation, such as focusing on strategic goals, quick platforms, social
This document discusses communities of practice (CoPs), which are groups of people who share a common interest and come together regularly to learn from each other. The presentation covers what CoPs are, their benefits, types of CoPs, where the concept is being applied, how to build and maintain CoPs, examples of CoPs like FabLabs and entrepreneur networks, criticisms of CoPs, and conclusions. CoPs can drive innovation, spread best practices, develop skills, and help companies recruit and retain talent through peer-to-peer learning. Both self-organized and sponsored CoPs exist, serving different purposes and holding together in different ways. Building and sustaining CoPs requires a clear purpose, leadership, processes, and value
CCAT Interpretation Session - Si Texas ConveningTCC Group
This workshop, held for Social Innovation Fund subgrantees in Brownsville, TX in January 2016, helped participants prioritize areas in which they can build their organizational capacity in order to accomplish their programmatic goals. With each grantee’s respective CCAT report in hand, attendees became familiar with the four core nonprofit organizational capacities necessary to remain sustainable and successful, their organizational lifecycle stage, report recommendations, as well as an organization’s capacity needs and readiness to tackle areas in need of improvement. The presenters also highlighted the context in which the CCAT exists – more specifically, Capacity Building 3.0, a targeted capacity building process and framework grounded in the notion that building the capacity of all actors in any social sector ecosystem depends on the development of "relational capacity. “ This was an interactive session during which each team had the chance to interpret its organization’s CCAT report, and walk through six critical diagnostic prioritization steps – leaving the workshop with a clearly defined action plan with well-articulated priorities, team roles, and an operational timeline.
This presentation highlights the point that great leaders are visionaries and usually transform, empower and mentor others to ensure sustainability of organisations.
The paper describes the visioning process and how effective leadership can help transform individuals that would replace them through effective coaching for corporate sustainability.
This document summarizes a presentation about recruiting and leveraging corporate board members for non-profits. It introduces the presenters - Kelly Dunphy, Mark Axelowitz and Gregory Boroff - and their relevant experience. The presentation covers relating to potential corporate board members, identifying suitable prospects, recruitment infrastructure, onboarding new members through orientation and engagement, and ensuring members are leveraged effectively.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
This document discusses emerging trends in organizational development (OD). It identifies 5 major macro forces influencing OD: changes in technology, constant change, partnerships and alliances, changes in work structure, and increasing diversity. It then outlines 5 emerging trends in OD: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. Each trend is discussed in 1-2 paragraphs highlighting its importance and impact on organizations.
This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com
130620&0627 developing corporate communications strategy for ngosAnnita Mau
A two day workshop for communication managers and officers working in social service sector. They were led through step zero: crafting corporate strategy to step ten: developing communication strategy, designing an innovative programme, publicising it via the mass media.
Similar to Management presentation _ for scr.pptx (20)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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2. Topics
Topic 7 Organizational Structure and Change
Topic 8 Organizational Culture
Topic 9 Social Networks
Topic 10 Leading People and Organizations
Topic 11 Decision Making
10/31/2023 TOPICS 2
18. Organizational Culture
10/21/2023 ORGANIZATIONAL CULTURE 18
Creating and Maintaining Organizational Culture
Founder
values and
preferences
Industry
demands
Early values,
goals,
assumptions
Attraction-
selection-
attrition
New employee
onboarding
Leadership
Reward
systems
Organizational
culture
Culture Creation Culture Maintenance
19. Organizational Culture
10/21/2023 ORGANIZATIONAL CULTURE 19
How Are Cultures Created?
Founder
Values and
Preferences
Industry
demands
Early values,
goals,
assumptions
Personality, background,
and values of its founder
or founders
Founder/s’ vision for the
future of the organization
The way the founder/s
want to do business
• Industry
characteristics
• Industry demands
20. 10/21/2023 20
Founder
values and
preferences
Industry
demands
Early values,
goals,
assumptions
Attraction-
selection-
attrition
New employee
onboarding
Leadership
Reward
systems
Organizational
culture
Culture Creation Culture Maintenance
Maintaining Organizational Culture
Organizational Culture
ORGANIZATIONAL CULTURE
21. Organizational Culture
10/21/2023 ORGANIZATIONAL CULTURE 21
How Are Cultures Maintained?
• Attractiveness or fit of an
organization to employees, such as
value similarity and benefits
• Selection is the process by which
the organization chooses employees
who fit in their current organizational
culture
• Attrition refers to the natural
process where the candidates who do
not fit in will leave the company
Attraction-selection-attrition
• Process through which new employees
learn the attitudes, knowledge, skills,
and behaviors required to function
effectively within an organization
New employee onboarding
• Leaders are instrumental in creating
and changing an organization’s culture.
• There is a direct correspondence
between the leader’s style and an
organization’s culture.
• Role modeling
Leadership
• The type of reward systems used
in the organization and the kinds
of behaviors and outcomes it
chooses to reward and punish
• Whether the organization rewards
behaviors or results, and whether
the organization rewards
performance or seniority
Reward Systems
22. Organizational Culture
10/21/2023 ORGANIZATIONAL CULTURE 22
Signs of Organizational Culture
• A statement purpose, describing who the
company is and what it does
Mission Statement
• Refer to repetitive activities within an
organization that have symbolic meaning
Rituals
• Companies create rules to determine
acceptable and unacceptable behavior and
thus, the rules that exist in a company will
signal the type of values it has
Rules and Policies
• A company’s building layout of employee
offices, and other workspaces communicate
important messages about a company’s
culture
Physical Layout
• Skillful use of stories
Stories and Language
23. Organizational Culture
10/21/2023 ORGANIZATIONAL CULTURE 23
Creating Cultural Change
Organizations need to
change their culture to
respond to changing
conditions in the
environment, to
remain competitive,
and to avoid
complacency or
stagnation.
25. Ethical Considerations with
Social Network Analysis (SNA)
10/21/2023 SOCIAL NETWORKS 25
What is Social Network Analysis?
⮚ Mapping and measuring of
relationships and flows between
people, groups, organizations,
computers, Web sites, and other
information/knowledge processing
entities
⮚ Can be done through surveys or
software programs
⮚ Used to enhance organizational
performance
26. Ethical Considerations with
Social Network Analysis (SNA)
10/21/2023 SOCIAL NETWORKS 26
Three top ethical concerns:
1. Violation of Privacy
2. Harm to Individual Standing
• May lead to unforeseen and/or
unwarranted disciplinary action
• Management may make job or
personnel changes
3. Psychological Harm
• Information is used in a way that
manipulates behavior of individuals
27. Ethical Considerations with
Social Network Analysis (SNA)
10/21/2023 SOCIAL NETWORKS 27
Three specific ways to manage
SNA ethical concerns:
1. Full disclosure
• Informed consent to the participants
2. Anonymization and opt-out options
• Making the process anonymous or with
option not to be involved
3. Participant training and feedback
• Part of a larger employee development
program
28. Personal, Operational,
and Strategic
Networks
10/21/2023 SOCIAL NETWORKS 28
Three types of networks:
“Ibarra’s work suggest
that leaders need to
possess all three types
of networks”
TYPES PURPOSE FIND NETWORK MEMBERS BY:
PERSONAL
• Exchange important referrals and
needed outside information
• Develop professional skills through
coaching and mentoring
Alumni groups, clubs, professional
associations, and personal interest
communities
OPERATIONA
L
Get your work done efficiently
Identify individual who can support a
project
STRATEGIC
• Future priorities and challenges
• Stakeholder support
Identifying lateral and vertical
relationships with other managers
outside your immediate control
29. Personal, Operational,
and Strategic
Networks
10/21/2023 SOCIAL NETWORKS 29
Making Networking Happen
⮚ Effective leaders are effective networkers
⮚ Networking is one of the most important
requirements of a leadership role
⮚ Networks created value, but networking takes
real work
⮚ Building a network means that you need to
establish connections
⮚ Networking requires to apply principle of
reciprocity (i.e., give and take continually)
34. And I say to you, Make friends for
yourselves by means of the
mammon of unrighteousness, so
that when it fails, they may receive
you into the eternal tabernacles.
Luke 16:9
10/21/2023 BIBLE VERSE 34
36. What will we learn?
10/21/2023 LEADING PEOPLE AND ORGANIZATIONS 36
Who is a
Leader?
Trait Approaches
to Leadership
What Do
Leaders Do?
Behavioral
Approaches to
Leadership
What is the
Role of the
Context?
Contingency
Approaches to
Leadership
Contemporary
Approaches to
Leadership
Developing
Your
Leadership
Skills
37. Intelligence
One’s general mental ability
Extraversion
Sociable, assertive, energetic
Conscientiousness
Organized, takes initiative, demonstrate persistence in
endeavors
Open to Experience / Openness
Original, creative, open to try new things
Self-Esteem
Positive assessment of self-worth and capabilities
Integrity
Good moral compass, honest, with integrity
10/21/2023 37
Who Is a Leader?
Trait Approaches to Leadership
LEADING PEOPLE AND ORGANIZATIONS
38. • Authoritarian decision making
• Democratic decision making
• Laissez-faire decision making
• Task-oriented leader behaviors
• People-oriented leader
behaviors
10/21/2023 38
Behavioral Approaches to Leadership
LEADING PEOPLE AND ORGANIZATIONS
What Do Leaders Do?
Leader
Behaviors
Leader
Decision
Making
39. What Is the Role of the Context?
Contingency Approaches to Leadership
10/21/2023 LEADING PEOPLE AND ORGANIZATIONS 39
Fiedler’s
Contingency
Theory
• Different people
can be effective in
different situations
• Favorability of the
scenario
Situational
Leadership
• Leadership styles =
follower’s
development level
• Employee
readiness
• Dependency on
followers
Path-Goal Theory
of Leadership
• Directive leaders
• Supportive leaders
• Participative
leaders
• Achievement-
oriented leaders
Vroom and
Yetton’s Normative
Decision Model
• Decision making
model
40. Authentic Leadership
Servant Leadership
Leader-Member Exchange
Theory
Transformational Leaders
• The authentic leadership
approach
• High-quality LMX
relationships
• Low-quality LMX relations
Contemporary Approaches to
Leadership
10/21/2023 LEADING PEOPLE AND ORGANIZATIONS 40
• Charisma
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration
• Develop employees
• Help them reach their goals
Transactional leaders • Contingent rewards
• Active management by
exception
• Passive management by
exception
41. • Don’t ask what your employees can do for you
• One of your key priorities should be to help employees reach their
goals
• Be humble
• Be open with your employees
• Find ways of helping the external community
• Understand Your History
• Take Stock of Who You Are Now
• Reflect on Your Successes and Challenges
• Make Integrity a Priority
• Understand the Power of Words
• Have a vision
• Tie the vision to history
• Watch your body language
• Make sure that employees have confidence in themselves
• Challenge the status quo
Develop
Your
Charismatic
Leadership
Skills
Developing Your Leadership Skills
10/21/2023 LEADING PEOPLE AND ORGANIZATIONS 41
Develop
Your
Servant
Leadership
Skills
Develop
Your
Authentic
Leadership
Skills
42. Warren Buffett
▪ Born on August 30th, 1930 in
Omaha, Nebraska
▪ Currently the Chairman and
CEO of Berkshire Hathaway
▪ Legendary value investor
known as the ‘Oracle of
Omaha’ and is one of the
world’s most successful and
closely followed investor and
entrepreneur
▪ Net worth of over $100 billion
as of 2023
10/21/2023 LEADING PEOPLE AND ORGANIZATIONS 42
Case Study
44. 10/21/2023 PRESENTATION TITLE 44
Transformational
Leader
Servant Leader
Laissez-faire Leader
• Inspires and motivates his team to exceed
their own expectations and accomplish
more than they thought possible.
• He sees himself as a steward of his
investor’s money and has always
prioritized their interests over his own.
• Also known as “delegative leadership”, the
leadership approach popularized by
Buffett.
Leadership Style
45. Hilda Romanillos
A certified public accountant with a decade of
combined professional experience in the fields of
public accounting, corporate finance & accounting,
local taxation, and internal audit.
Has worked in the country’s largest accounting firm
and audited various clients belong to industries such
as telecommunications, hospitals, pharmaceutical,
non-profit organization, real estate & construction, etc.
Became a Deputy Chief Accountant for a group of
companies with businesses in real estate
development, hotel, and property management.
Currently working as a Senior Finance Specialist for a
multinational insurance and wealth asset
management company.
45
46. Joseph Jay Trinidad
Registered Chemical Engineer
Registered Chemical Technician
Currently, the Business Development Lead of
Saint-Gobain Construction Chemicals, handling
both the Cement Business & Jobsites Business
Unit of the company nationwide.
Handling 25 personnel deployed in different
parts of the country for 24/7 cement grinding
aid operations and technical support.
46
47. So do not fear, for I am with
you; do not be dismayed, for I
am your God. I will strengthen
you and help you; I will uphold
with you with my righteous
hand.
Isaiah 41:10
10/21/2023 BIBLE VERSE 47
49. Two Types
1. Programmed Decisions
- occur frequently
- with automated response
(i.e., decision rule)
2. Nonprogrammed Decisions
- Unique, nonroutine, and important
decisions that require conscious
thinking, information gathering,
and careful consideration of
alternatives
- Used in crisis situations
Decision Making
10/21/2023 DECISION MAKING 49
Definition
Refers to making choices among alternative courses of action, including inaction
50. 10/21/2023 DECISION MAKING 50
Level of Decision Examples of Decision Who Typically Makes
Decisions
1. Strategic Decisions
(sets the course of the organization)
Should we merge with another company?
Should we pursue a new product line?
Should we downsize our organization?
Top Management Teams,
CEOs, and Boards of
Directors
2. Tactical Decisions
(how to get things done)
What should we do to help facilitate employees from
the two companies working together?
How should we market the new product line?
Who should be let go when we downsize?
Managers
3. Operational Decisions
(day to day decisions)
How often should I communicate with my new
coworkers?
What should I say to customers about or new product?
How will I balance my new work demands?
Employees throughout the
organization
Decisions Commonly Made
within Organizations
52. 10/21/2023 DECISION MAKING 52
Decision Making Model Types
Many college graduates do not conduct a national or international search for potential
job openings; instead, they focus their search on a limited geographic area and tend to
accept the first offer in their chosen area, even if it may not be the ideal job situation.
A company has encountered an issue causing extended downtime. In this case, you
may want to use the bounded rationality decision-making model to quickly identify the
first acceptable solution since every minute wasted is costly.
A customer makes a suboptimal decision to order some food at the restaurant because
they felt rushed by the waiter who was waiting beside the table.
A trader who would make a moderate and risky decision to trade their stock due to time
pressure and imperfect information of the market at that time.
Examples
54. 10/21/2023 DECISION MAKING 54
Decision Making Model Types
Example
Netflix – revolutionized the DVD rental business
through online rentals with no late fees.
55. Decision-Making Model Types
10/21/2023 DECISION MAKING 55
• Information on alternatives can be gathered and quantified.
• The decision is important.
• You are trying to maximize your outcome.
Rational
• The minimum criteria are clear.
• You do not have or you are not willing to invest much time to
making the decision.
• You are not trying to maximize your outcome.
Bounded
Rationality
• Goals are unclear.
• There is time pressure and analysis paralysis would be costly.
• You have experience with the problem.
Intuitive
• Solutions to the problem are not clear.
• New Solutions need to be generated.
• You have time to immerse yourself in the issues
Creative
Decision-Making Model Use This Model When:
56. Decision Making
10/21/2023 DECISION MAKING 56
Potential Challenges to Decision-Making
Overconfidence
Bias
Hindsight Bias
Framing Bias
Escalation of
Commitment
Anchoring
individuals
overestimate their
ability to predict
future events
the opposite of
overconfidence
bias; looking at
the past, judges
that a mistake
that was made
should have been
recognized as a
mistake at the
time.
the tendency of
decision makers
to be influenced
by the way that
problems are
framed.
Continue on a
failing course of
action after
information
reveals this may
be a poor path to
follow.
tendency to rely
to heavily on a
single piece of
information
57. 10/21/2023 DECISION MAKING 57
Individual Decision Making Group Decision Making
Pros Cons Pros Cons
Typically faster than
group decision
making
Fewer ideas
Diversity of ideas and
can piggyback on
others’ ideas
Takes longer
Best individual in a
group usually
outperforms the
group
Identifying the best
individual can be
challenging
Greater commitment
to ideas
Group dynamics such
as groupthink can
occur
Accountability is
easier to Determine
Possible to put off
making decisions if
left alone to do it
Interaction can be fun
and serves as a team
building task
Social loafing-harder
to identify
responsibility for
decisions
When It Comes to Decision-Making,
Are Two Heads Better Than One?
58. Decision Making
10/21/2023 DECISION MAKING 58
Developing your Personal Decision-Making
Skills
1. If the decision is important, conduct a premortem to anticipate what might
go wrong and fix the problems before they happen
1. When a decision is going to involve others, be proactive in getting them to
buy in before the decision is made.
59. Kimberly Pavino
A certified public accountant, with prior work
experiences in external audit, internal audit (banking
sector) and private hospital.
Currently connected with a private school in Davao
City as the Director for Finance.
59
60. If any of you lacks wisdom, you
should ask God, who gives
generously to all without finding
fault, and it will be given to you.
James 1:5
10/21/2023 BIBLE VERSE 60