Toronto Training and HR is a specialist training and human resources consultancy. The document discusses various topics related to management including:
1) The history of management approaches including scientific management, bureaucratic organizations, and recent trends in management thinking.
2) Defining a successful management model that includes understanding, evaluating, envisioning, and experimenting.
3) The responsibilities of managers and the importance of training and development.
4) The differences between managers and leaders and developing resilience.
5) Ensuring quality and avoiding common frustrations through clear communication and training.
6) Balancing consistency and fairness in management practices.
This document provides an overview of successful people management. It discusses key management functions like planning, organizing, and staffing. It also covers important managerial skills, roles, and how to be an effective manager. The document then explores various topics that managers should be aware of such as perception, problem solving, counseling, traps to avoid, and critical success factors. It concludes with questions.
The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
This document contains a summary of issues facing the CEO, Cheryl, at her company. It notes that while change is needed, Cheryl is moving too quickly and failing to gain support from long-time employees. Specifically, in her 6 months at the company she has tried to dictate terms without understanding the company culture. The document recommends that Cheryl improve communication, take feedback, explain her motives, trust other directors, and change to a more consultative leadership style to successfully implement changes.
The document is from Toronto Training and HR and discusses leadership. It provides definitions of leadership and theories like Theory X and Theory Y. It discusses developing leadership skills, challenges of leadership, tips for better leadership, and becoming a leader. It also includes case studies and elements of lasting success like strategic planning, communication, and developing a positive culture.
Taking regular breaks from repetitive office work provides benefits such as reduced stress and increased productivity. A job analysis identifies priorities and allows even distribution of tasks. Regular breaks, prioritizing tasks, and reducing waste can significantly lower work-related stress. Soft skills like communication, teamwork, and problem solving are also important for effectiveness and should be regularly developed along with technical skills. Maintaining work-life balance through proper time management, communication, and attitude helps individuals and organizations continuously improve.
Directors report spending more time on board duties than in the past, cutting in half the gap between actual and ideal time. Strategy remains the main board focus and where directors feel they contribute most, spending the most time here. However, most directors want to increase time on strategy and organizational health. Analyzing board performance factors, the survey found ineffective boards perform few tasks effectively and lack trust and feedback practices. Complacent boards view themselves as highly impactful but are ineffective at most tasks except core duties. Striving boards stand out in strategic and performance management tasks.
This document discusses the value that consultants can provide to organizations through strategic consultation at various levels. It distinguishes between generalist consultants, who take an interdisciplinary approach and provide guidance across multiple areas, and specialist consultants, who focus on a specific field or area of expertise. The key benefits of generalist consultants highlighted are their ability to take a holistic view, provide objective feedback, and reduce the need for multiple specialist consultants. Both internal and external consultants each have advantages, with the optimal approach depending on an organization's unique needs and goals. Overall, the document argues that consultation can significantly increase an organization's ability to achieve its objectives in an effective and timely manner.
This document provides an overview of successful people management. It discusses key management functions like planning, organizing, and staffing. It also covers important managerial skills, roles, and how to be an effective manager. The document then explores various topics that managers should be aware of such as perception, problem solving, counseling, traps to avoid, and critical success factors. It concludes with questions.
The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
This document contains a summary of issues facing the CEO, Cheryl, at her company. It notes that while change is needed, Cheryl is moving too quickly and failing to gain support from long-time employees. Specifically, in her 6 months at the company she has tried to dictate terms without understanding the company culture. The document recommends that Cheryl improve communication, take feedback, explain her motives, trust other directors, and change to a more consultative leadership style to successfully implement changes.
The document is from Toronto Training and HR and discusses leadership. It provides definitions of leadership and theories like Theory X and Theory Y. It discusses developing leadership skills, challenges of leadership, tips for better leadership, and becoming a leader. It also includes case studies and elements of lasting success like strategic planning, communication, and developing a positive culture.
Taking regular breaks from repetitive office work provides benefits such as reduced stress and increased productivity. A job analysis identifies priorities and allows even distribution of tasks. Regular breaks, prioritizing tasks, and reducing waste can significantly lower work-related stress. Soft skills like communication, teamwork, and problem solving are also important for effectiveness and should be regularly developed along with technical skills. Maintaining work-life balance through proper time management, communication, and attitude helps individuals and organizations continuously improve.
Directors report spending more time on board duties than in the past, cutting in half the gap between actual and ideal time. Strategy remains the main board focus and where directors feel they contribute most, spending the most time here. However, most directors want to increase time on strategy and organizational health. Analyzing board performance factors, the survey found ineffective boards perform few tasks effectively and lack trust and feedback practices. Complacent boards view themselves as highly impactful but are ineffective at most tasks except core duties. Striving boards stand out in strategic and performance management tasks.
This document discusses the value that consultants can provide to organizations through strategic consultation at various levels. It distinguishes between generalist consultants, who take an interdisciplinary approach and provide guidance across multiple areas, and specialist consultants, who focus on a specific field or area of expertise. The key benefits of generalist consultants highlighted are their ability to take a holistic view, provide objective feedback, and reduce the need for multiple specialist consultants. Both internal and external consultants each have advantages, with the optimal approach depending on an organization's unique needs and goals. Overall, the document argues that consultation can significantly increase an organization's ability to achieve its objectives in an effective and timely manner.
The document discusses strategies for increasing employee engagement. It defines engagement as employee motivation, satisfaction, and commitment. It identifies three dimensions of engagement: intellectual, affective, and social. Key drivers of engagement include opportunities for input, good communication, and managers committed to the organization. Achieving engagement requires appreciation, feedback, rewards, an engaging atmosphere, involvement, and development opportunities. Metrics can measure engagement's impact on productivity, turnover, and earnings. Building trust and enabling employees also enhances engagement. The document provides case studies and questions for reflection.
This report discusses the dangers of complacency in organizations. It provides 9 sources of complacency including a lack of visible threats, an environment that signals success, low standards of measurement, narrow functional goals, rigged internal systems, faulty feedback, ignoring external feedback, denying unwanted information, and being lulled into a false sense of security. It then discusses how complacency can lead organizations to develop blind spots, poor quality, and excessiveness, threatening their long-term survival. Constant learning and high performance standards are recommended to avoid complacency killing growth.
This document discusses management and how to get the best from others. It begins with legal disclaimers and notices, then provides an introduction to management that defines management and its key functions of planning, organizing, staffing, leading, and controlling. It then discusses how to build trust and confidence in employees by gaining their trust in the organization and its objectives, and building confidence through competence, consistency, and caring about employees' well-being.
The document discusses various dimensions of managerial jobs including:
1) General functions like planning, organizing, leading, and controlling.
2) Functional dimensions defined by Henri Fayol including technical, commercial, financial, security, accounting, and managerial.
3) Ten managerial roles identified by Henry Mintzberg such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
The document discusses methods for anticipating and adapting to organizational change, managing organizational conflict, and mitigating employee stress during a merger. It proposes that organizations can anticipate change by monitoring industry trends, evaluating strategies, and assessing customer needs. To adapt, leaders must guide employees through change by developing trust, providing support and training, and encouraging flexibility. Five steps are outlined to manage conflict: setting expectations for resolution, obtaining all perspectives, agreeing on issues, brainstorming solutions, and negotiating agreements. However, the document does not describe specific creative problem-solving methods to mitigate employee stress during a merger.
This document summarizes the challenges leaders face in maintaining productivity. It discusses how interruptions, meetings, long hours, and constant communication negatively impact productivity. It then presents a productivity model focusing on insight, resolve, discernment, and achievement. The model emphasizes developing clarity, boundaries, and relationships to boost results, confidence, and productivity both personally and professionally. Key skills discussed include prioritizing, time management, effective communication, and driving team performance. The document promotes developing self-awareness and focusing on high-value tasks to work more effectively.
Business Education for Life in the Twenty-First Century - Case StudiesBelearning
The document describes several case study scenarios discussing challenges in business education and learning and development. In one scenario, learning and development professionals struggle to demonstrate return on investment to senior executives who are focused on costs and shareholder pressure. Another scenario discusses balancing global learning solutions with regional constraints and customization needs. A third scenario examines whether employees truly want to learn or are just going through the motions of training requirements.
The document discusses assimilation coaching for new leaders, which aims to accelerate their transition into a new role over 18 months through establishing expectations, building relationships, creating early impact plans, and sustaining momentum. The coaching addresses the high failure rates of new executives by clarifying cultural norms and expectations in the critical first months. If done successfully, assimilation coaching can lead to enhanced productivity, retention of talent, and positive business results.
This document outlines a workshop on motivation, delegation and empowerment. It discusses key topics like employee engagement versus satisfaction, the factors that drive motivation, different leadership styles for teams, and how to empower teams through delegation. The workshop aims to help participants discover different levels of employee engagement, understand the differences between power, delegation and empowerment, and learn how to prepare delegation briefs, monitor assigned tasks, and provide feedback to develop staff skills and independence.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
The document provides 7 tips for building accountability in employees. The tips include letting employees know you expect them to take responsibility, giving clear goals and latitude in how they achieve them, easing direction as competence increases, resisting solving problems for employees and instead turning it back to them, asking questions that focus on thinking process rather than details, and recognizing and acknowledging when employees take responsibility. Following these tips can help create a culture of accountability that benefits both managers and employees.
This article discusses how L&D, OD, and HR professionals can increase their professional reputation. It recommends focusing on being a helpful source of business-relevant information for managers. Professionals should proactively seek out managers, focus on business goals over rules, publicly recognize others' contributions, and establish themselves as competent problem solvers. Building trust and reducing adversarial relationships by collaborating with managers can increase influence and cooperation.
CHO Group Presentation on Accountable Leadership - by Mark SamuelWaldron
At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.
The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
Senior managers need to apply the following ten key lessons to effectively lead a major organizational transformation. Unfortunately, they often don’t know these lessons or they choose to ignore them. Be bold, be utterly obvious, be careful what you promise, make commitments stick, forget happy, take culture seriously, be responsible, stay connected, provide interpretation and meaning, and celebrate accomplishments. Jeanie Duck shares these ten lessons from her three decades of experience helping companies initiate and sustain organizational change.
North Shore Professionals Leadership Presentation By Martin CooperMike Doughty
1. The document discusses qualities of great leadership based on a leader named Martin Cooper. It lists 9 key qualities: awareness, decisiveness, empathy, accountability, confidence, optimism, honesty, focus, and inspiration.
2. Some of the important leadership qualities it outlines are being aware of the difference between management and employees, making tough but timely decisions, taking responsibility and being accountable, having confidence that inspires others, and communicating goals to motivate high performance.
3. The document advocates that great leaders treat people with honesty and empathy, focus on planning and organization to achieve goals, and inspire others to continuously improve.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
The document outlines 10 characteristics of a good strategic leader: 1) strong communication skills, 2) good listening skills, 3) passion and commitment, 4) positivity, 5) innovation, 6) collaboration, 7) honesty, 8) diplomacy, 9) empathy, and 10) humility. It emphasizes that strategic leadership is a learned skill that involves conveying a clear vision, gaining employee input, leading by example, fostering innovation, earning trust, managing conflict sensitively, understanding others' perspectives, and admitting mistakes. Good strategic leaders adapt their style to fit their role and company while driving progress efficiently through processes like reporting.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
The document provides information on entrepreneurial qualities and strategizing. It discusses whether an individual has the qualities needed to be an entrepreneur such as problem solving skills, independence, and responsibility. It also examines why businesses commonly fail, including unsuitable personality, inadequate capital, and lack of planning. Additionally, the document emphasizes the importance of a business plan and covers elements like entrepreneurial teams, innovation, problem solving, and strategic decision making frameworks.
Becoming more creative & innovative January 2011Timothy Holden
This document discusses ways to foster creativity and innovation in organizations and teams. It outlines elements that contribute to a creative culture at both the individual and system level, including committed individuals from diverse backgrounds and an environment that frames failure as a learning opportunity. It also discusses the importance of customer-focused innovation, leadership that supports new ideas, and using sustainability as a driver for innovation. The document provides tips for running experiments, dealing with perceived barriers to creativity, and creating conditions where innovative teams and individuals can thrive.
This document provides an overview of diversity and inclusion topics from an HR perspective. It includes definitions of diversity, challenges with diverse workforces, lenses for viewing diversity, and approaches for specific groups like women, indigenous peoples, caregivers. Best practices are discussed for diversity committees and supporting employees with caregiving responsibilities. Case studies and questions are provided at the end.
The document discusses strategies for increasing employee engagement. It defines engagement as employee motivation, satisfaction, and commitment. It identifies three dimensions of engagement: intellectual, affective, and social. Key drivers of engagement include opportunities for input, good communication, and managers committed to the organization. Achieving engagement requires appreciation, feedback, rewards, an engaging atmosphere, involvement, and development opportunities. Metrics can measure engagement's impact on productivity, turnover, and earnings. Building trust and enabling employees also enhances engagement. The document provides case studies and questions for reflection.
This report discusses the dangers of complacency in organizations. It provides 9 sources of complacency including a lack of visible threats, an environment that signals success, low standards of measurement, narrow functional goals, rigged internal systems, faulty feedback, ignoring external feedback, denying unwanted information, and being lulled into a false sense of security. It then discusses how complacency can lead organizations to develop blind spots, poor quality, and excessiveness, threatening their long-term survival. Constant learning and high performance standards are recommended to avoid complacency killing growth.
This document discusses management and how to get the best from others. It begins with legal disclaimers and notices, then provides an introduction to management that defines management and its key functions of planning, organizing, staffing, leading, and controlling. It then discusses how to build trust and confidence in employees by gaining their trust in the organization and its objectives, and building confidence through competence, consistency, and caring about employees' well-being.
The document discusses various dimensions of managerial jobs including:
1) General functions like planning, organizing, leading, and controlling.
2) Functional dimensions defined by Henri Fayol including technical, commercial, financial, security, accounting, and managerial.
3) Ten managerial roles identified by Henry Mintzberg such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
The document discusses methods for anticipating and adapting to organizational change, managing organizational conflict, and mitigating employee stress during a merger. It proposes that organizations can anticipate change by monitoring industry trends, evaluating strategies, and assessing customer needs. To adapt, leaders must guide employees through change by developing trust, providing support and training, and encouraging flexibility. Five steps are outlined to manage conflict: setting expectations for resolution, obtaining all perspectives, agreeing on issues, brainstorming solutions, and negotiating agreements. However, the document does not describe specific creative problem-solving methods to mitigate employee stress during a merger.
This document summarizes the challenges leaders face in maintaining productivity. It discusses how interruptions, meetings, long hours, and constant communication negatively impact productivity. It then presents a productivity model focusing on insight, resolve, discernment, and achievement. The model emphasizes developing clarity, boundaries, and relationships to boost results, confidence, and productivity both personally and professionally. Key skills discussed include prioritizing, time management, effective communication, and driving team performance. The document promotes developing self-awareness and focusing on high-value tasks to work more effectively.
Business Education for Life in the Twenty-First Century - Case StudiesBelearning
The document describes several case study scenarios discussing challenges in business education and learning and development. In one scenario, learning and development professionals struggle to demonstrate return on investment to senior executives who are focused on costs and shareholder pressure. Another scenario discusses balancing global learning solutions with regional constraints and customization needs. A third scenario examines whether employees truly want to learn or are just going through the motions of training requirements.
The document discusses assimilation coaching for new leaders, which aims to accelerate their transition into a new role over 18 months through establishing expectations, building relationships, creating early impact plans, and sustaining momentum. The coaching addresses the high failure rates of new executives by clarifying cultural norms and expectations in the critical first months. If done successfully, assimilation coaching can lead to enhanced productivity, retention of talent, and positive business results.
This document outlines a workshop on motivation, delegation and empowerment. It discusses key topics like employee engagement versus satisfaction, the factors that drive motivation, different leadership styles for teams, and how to empower teams through delegation. The workshop aims to help participants discover different levels of employee engagement, understand the differences between power, delegation and empowerment, and learn how to prepare delegation briefs, monitor assigned tasks, and provide feedback to develop staff skills and independence.
This document discusses various concepts related to management and leadership. It covers management functions like planning, organizing, leading, and controlling. It also discusses managerial roles, activities, skills, and different types of managers. The document then covers various leadership concepts like Likert's job-centered and employee-centered leadership styles, Lewin's leadership styles, the structure and consideration leadership model, and several other leadership theories. It also discusses empowerment, impression management, decision making processes, and creativity tools.
The document provides 7 tips for building accountability in employees. The tips include letting employees know you expect them to take responsibility, giving clear goals and latitude in how they achieve them, easing direction as competence increases, resisting solving problems for employees and instead turning it back to them, asking questions that focus on thinking process rather than details, and recognizing and acknowledging when employees take responsibility. Following these tips can help create a culture of accountability that benefits both managers and employees.
This article discusses how L&D, OD, and HR professionals can increase their professional reputation. It recommends focusing on being a helpful source of business-relevant information for managers. Professionals should proactively seek out managers, focus on business goals over rules, publicly recognize others' contributions, and establish themselves as competent problem solvers. Building trust and reducing adversarial relationships by collaborating with managers can increase influence and cooperation.
CHO Group Presentation on Accountable Leadership - by Mark SamuelWaldron
At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.
The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
Senior managers need to apply the following ten key lessons to effectively lead a major organizational transformation. Unfortunately, they often don’t know these lessons or they choose to ignore them. Be bold, be utterly obvious, be careful what you promise, make commitments stick, forget happy, take culture seriously, be responsible, stay connected, provide interpretation and meaning, and celebrate accomplishments. Jeanie Duck shares these ten lessons from her three decades of experience helping companies initiate and sustain organizational change.
North Shore Professionals Leadership Presentation By Martin CooperMike Doughty
1. The document discusses qualities of great leadership based on a leader named Martin Cooper. It lists 9 key qualities: awareness, decisiveness, empathy, accountability, confidence, optimism, honesty, focus, and inspiration.
2. Some of the important leadership qualities it outlines are being aware of the difference between management and employees, making tough but timely decisions, taking responsibility and being accountable, having confidence that inspires others, and communicating goals to motivate high performance.
3. The document advocates that great leaders treat people with honesty and empathy, focus on planning and organization to achieve goals, and inspire others to continuously improve.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
The document outlines 10 characteristics of a good strategic leader: 1) strong communication skills, 2) good listening skills, 3) passion and commitment, 4) positivity, 5) innovation, 6) collaboration, 7) honesty, 8) diplomacy, 9) empathy, and 10) humility. It emphasizes that strategic leadership is a learned skill that involves conveying a clear vision, gaining employee input, leading by example, fostering innovation, earning trust, managing conflict sensitively, understanding others' perspectives, and admitting mistakes. Good strategic leaders adapt their style to fit their role and company while driving progress efficiently through processes like reporting.
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
The document provides information on entrepreneurial qualities and strategizing. It discusses whether an individual has the qualities needed to be an entrepreneur such as problem solving skills, independence, and responsibility. It also examines why businesses commonly fail, including unsuitable personality, inadequate capital, and lack of planning. Additionally, the document emphasizes the importance of a business plan and covers elements like entrepreneurial teams, innovation, problem solving, and strategic decision making frameworks.
Becoming more creative & innovative January 2011Timothy Holden
This document discusses ways to foster creativity and innovation in organizations and teams. It outlines elements that contribute to a creative culture at both the individual and system level, including committed individuals from diverse backgrounds and an environment that frames failure as a learning opportunity. It also discusses the importance of customer-focused innovation, leadership that supports new ideas, and using sustainability as a driver for innovation. The document provides tips for running experiments, dealing with perceived barriers to creativity, and creating conditions where innovative teams and individuals can thrive.
This document provides an overview of diversity and inclusion topics from an HR perspective. It includes definitions of diversity, challenges with diverse workforces, lenses for viewing diversity, and approaches for specific groups like women, indigenous peoples, caregivers. Best practices are discussed for diversity committees and supporting employees with caregiving responsibilities. Case studies and questions are provided at the end.
This document provides advice and lessons on becoming a better leader from various topics:
- Memories matter discusses memorable accomplishments from developing people and leading in difficult situations with civility and integrity.
- Cross-functional excellence emphasizes the importance of collaboration across functions through relationship building, recognition, and co-location.
- Traits of great leaders outlines traits like effective communication, empowering others, taking responsibility, and ambition for the institution over oneself.
Making social media work for you February 2011Timothy Holden
This document provides an overview of using social media for business purposes. It discusses whether social media is a fad or here to stay based on usage statistics. It also addresses age differences in social media use, links between social media and employee engagement, developing acceptable use policies, safeguarding brands, monitoring trends, and tips for success. The document contains tips on defining goals, listening to customers, establishing identity, and avoiding common mistakes with social media strategies.
Boosting diversity through diversity champions and a robust business case May...Timothy Holden
This document discusses strategies for boosting diversity in organizations. It begins with an introduction to the training and HR consultancy Toronto Training and HR. Key issues related to diversity like education, workplace flexibility, and the global diversity readiness index are then examined. Barriers to increasing diversity and examples of best practices from police sectors are provided. The concepts of diversity champions and measuring the return on investment from diversity initiatives are explored. Finally, potential diversity-related initiatives and three case studies are presented before the document concludes with questions.
Sustainability; what's it all about ? May 2011Timothy Holden
The document provides an overview of sustainability, discussing key concepts like the three pillars of economic prosperity, environmental protection and social justice. It examines sustainability efforts in cities and organizations, highlighting case studies. Leaders are encouraged to move beyond compliance and integrate sustainability into their overall strategy and purpose to reap benefits like cost reductions, productivity gains and improved reputation. Developing sustainable leaders involves reflective practices, psychological intelligence and negotiated engagement between individuals and their organization.
Leading people better during 2012 January 2012Timothy Holden
The document provides an overview of topics related to leading people better during 2012 as presented by Toronto Training and HR. It includes definitions of leadership, the roles of a leader, emotional intelligence, servant leadership, ways to manage risk, problem solving models, preparing a business for sale, and assessing team dysfunction. It also discusses impacts on leader effectiveness, advancing leadership, leadership development questions, and factors to deliver sustainable high performance. The document contains advice, models, and questions to help improve leadership skills and organizational performance.
As technology enables workers to decentralize their work, clocking "in" and "out" will no longer be necessary. Workers may rarely be in the office, and their working hours may bear little resemblance to the traditional nine-to-five schedule.
What might the workplace look like in the year 2020?
Survivor syndrome & survivor guilt; looking after the people left behind Marc...Timothy Holden
This document discusses survivor syndrome, which refers to the negative psychological effects experienced by employees who remain with an organization after downsizing or layoffs. It outlines the definition of survivor syndrome and examines how HR can minimize its impact. This includes effective planning, communication, supporting surviving employees, and rebuilding trust. Case studies are also presented to demonstrate different approaches to downsizing. The document concludes with questions about survivor syndrome and how organizations can best support surviving employees.
This document provides an overview of managing change and transformation. It discusses common challenges in the public sector, why transformations fail, how to create an innovative culture, avoid common mistakes, the phases of change, and lessons from change masters. Case studies are presented on implementing change through team training and using various change management tools. The conclusion encourages the reader to consider questions about effectively leading change.
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through L...GreenBiz Group
Many sustainability programs struggle because they are developed or integrated in ways that miss important organizational dimensions. Participants will learn how to incorporate four key pillars of success for lasting, sustainable change: leadership, strategy, communication and global-context. This cross-functional team of expert practitioners and faculty will provide insights on how to:
Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
This document discusses ethics and the role of project managers. It begins by defining ethics and discussing common misperceptions about ethics. It then examines how ethics relates to the complex role of a project manager, who must balance responsibilities to multiple stakeholders. The document outlines several typical ethical dilemmas project managers may face and recommends approaches to resolve issues related to team dynamics, reporting, changes to scope and requirements. Overall, it advocates applying core values like integrity, fairness and honesty to navigate ethical challenges in a way that benefits all stakeholders.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
The document discusses the importance of quality leadership in implementing a total quality management system. It outlines the key roles and responsibilities of organizational leaders in establishing a quality policy statement, driving continuous improvement, and inspiring employees to achieve quality goals. Additionally, it examines different leadership styles and principles for promoting quality excellence throughout an organization.
What is culture? What kinds of culture are there?
2. What are the key methods used to describe cultures? What are the additional determinants of cultures?
3. How does culture impact local business practices and how does cultural understanding apply to business
negotiating?
4. What is global business ethics and how is it impacted by culture?
5. How do ethics impact global businesses?
Layoffs, downsizing and restructuring January 2011Timothy Holden
This document provides an overview of layoffs, downsizing, and restructuring. It discusses definitions, implications of poor termination practices, meeting details for terminating employees, reactions to expect, communicating with remaining employees, termination letters, downsizing effects and reducing impact, outplacement services, separation/severance policies, career motivation issues for survivors, tackling survivor syndrome, layoffs in the US, avoiding common pitfalls, and concludes with case studies and questions.
The document summarizes the Blake Mouton Managerial Grid leadership model. It identifies five leadership styles - Impoverished Management, Country Club Management, Authority-Compliance Management, Middle-of-the-Road Leadership, and Team Leadership - based on varying degrees of concern for production and people on two axes. Team Leadership, with high concern for both production and people, is presented as the most effective style, encouraging teamwork, commitment, and mutual trust to achieve high satisfaction, motivation and results. The document provides guidance on applying the model by identifying one's own style, areas for improvement, and recognizing different styles may be effective depending on the situation.
High impact leadership for people excellencehrsangam
This document discusses high impact leadership and organizational change. It provides a 33-point agenda for leadership, emphasizing that leadership is about serving people rather than authority. The agenda stresses respecting people, understanding their passions, fighting for vision over survival, and developing leaderful teams. It also discusses four distinguishing leadership practices needed to win: being an attractor with vision, creating edge and tension through challenges, being a strong container to channel energy, and providing a transforming space for growth. Overall, the document argues that effective leadership requires investing time with people, relinquishing some control, and focusing on culture, values, and empowerment over rigid directives.
The document discusses various topics related to effective leadership. It begins with an introduction to Toronto Training and HR and their leadership services. It then covers styles of leadership, characteristics of transformational leaders, contingency models of leadership, and approaches like the "best fit" model. Additional sections provide advice for risk-taking leaders, building resilience, collaboration, and performance. The document concludes with case studies and questions.
The document discusses the differences between managers and leaders, and provides descriptions of leadership behaviors. It describes how the skills needed by individuals change as they progress from contributors to managers to executives. Managers focus on compliance and administration, while leaders focus on vision, strategy, and innovation. The document also includes scales to assess leadership behaviors such as external orientation, strategic thinking, delivering results, and communicating vision.
PHL 320 FINAL EXAM
Buy Solutions: http://hwsoloutions.com/downloads/phl-320-final-exam/
NOTE: questions not listed in order , meaning the first question in this guide might be number 12 in actual exam. most updated version (OCT 2015)
Who among the following individuals is most likely to exhibit event creativity?
An individual who establishes win-win relationships with other people
An individual who settles a disagreement quickly in an ingenious way
An individual who modifies the strategies of a group in a creative manner
An individual who organizes annual me
1) The document provides an overview of leadership topics including becoming a better leader, authentic leadership, implementing leadership development programs, hiring leaders, and looking after leaders.
2) Implementing an effective leadership development program requires defining what leadership means for the organization, assessing current behaviors, providing a safe learning environment, and measuring the program's success.
3) Building a leadership pipeline involves defining the leadership strategy, assessing current and future talent, implementing a systematic development process, and measuring progress.
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MGMT 560 – Organizational Leadership
Ethics and Professional Codes of Conduct
*
Dilbert
Ethicsa system of moral principles: the ethics of a culture
the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc.: medical ethics; Christian ethics
that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions
Formal vs InformalFormal EthicsCode of ConductOathBoard of EthicsInformal EthicsNo formal governing bodyNo accountability, other than from clientNo formal repercussions
Making an Ethical Decision
Recognize the ethical dilemma
Ask yourself, is this the start of a slippery slope
One slip allows the next slip to happen more easily
Would you want your decision to the problem broadcast to the world?
Ethical SituationsMaintaining the integrity of company databases in the face of requests to use the data inappropriately
Providing truthful information on the status of projects, budgets and profits even when there are problems – being accountable for success and failure
Standing firm on a decision despite its unpopularity
Reporting suspected unethical behavior of others despite personal discomfort
Not developing personal relationships with vendors/ customers/outside agencies – potential conflict of interest issues
Principles for Creating Ethical Cultures
Principle 1: The only way to sustain Compliance is through Culture
– Employees want to be part of organizations whose values mirror their own
– Organizations need to reduce fear, encourage accountability and live by a common set of values that build trust
Principles for Creating Ethical Cultures
Principle 2: Corporate culture reflects the values of the leaders
If Leaders do not embody the ethical standards, then no one else will
Principles for Creating Ethical Cultures
Principle 3: Measurement matters – if you can’t measure it, you can’t manage it
Leadership needs to measure integrity risk and monitor progress in managing it
Culture must become a metric
Web of NeedsNeeds encountered in IT practice:User needsPersonal needsOrganizational needsNeeds of societyOthers?Framework for Ethical Analysis
Identify web of needs for project
Identify strands of web where conflict is likely to occur
Resolve conflict issues with concerned parties
Agreed needs set recorded and input into requirements analysis
ref. Taylor, M.J. & Moynihan E., Analysing IT Ethics
...
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2. Contents 3-4 Introduction to Toronto Training and HR 5-9 History of management 10-11 Defining a management model 12-13 Responsibilities & training provision 14-16 Managers v leaders-resilience 17-19 Managers and quality 20-25 Consistency and fairness 26-28 Going back to the floor and civility 29-36 It’s becoming a habit 37-38 Engaging and managing others 39-44 Cause of problems 45-47 Appreciative inquiry and systems 48-50 Negative feedback for subordinates 51-52 Harnessing the power of mid-level managers 53-56 Career development 57-61 Influencing skills 62-64 Managing fears and agile managers 65-66 Re-inventing management 67-68 Case study 69-70 Conclusion and questions
8. Page 6 History of management 1 of 4 Scientific management Bureaucratic organizations Administrative principles
9. Page 7 History of management 2 of 4 SCIENTIFIC MANAGEMENT General approach Contributions Criticisms
10. Page 8 History of management 3 of 4 BUREAUCRATIC ORGANIZATIONS-Weber Division of labour with clear definitions of authority and responsibility Positions organized in a hierarchy of authority Personnel selected and promoted based on their technical qualifications Administrative acts and decisions recorded in writing Management separate from the ownership of the organization Managers subject to rules and procedures that will ensure reliable and predictable behaviour
11. Page 9 History of management 4 of 4 Humanistic perspective Management science perspective Recent historical trends New management thinking for turbulent times
15. Page 13 Responsibilities & training provision Appraisal and performance management Recruitment and selection Employee development Absence management Dealing with grievances Disciplinary procedures Coaching of direct reports Pay decisions and/or communicating about pay
17. Page 15 Managers v leaders-resilience 1 of 2 Managers spend energy as they fight through tough realities; leaders generate energy by creating new realities. Managers control to avoid crisis; leaders thrive in the game-changing, mind-changing and system-changing potentiality of crisis. Managers become mired in have-to-dos, thereby depleting energy; leaders seek want-to-dos, thereby restoring energy. Managers try to manage time, to get more out of people; leaders seek to foster energy by investing more in people.
18. Page 16 Managers v leaders-resilience 2 of 2 Managers hope to find life balance; leaders discover their own resilience formula for generating sustainable energy. Managers control to minimize risk and maximize results; leaders trust to multiply opportunity and optimize long-term sustainability. Managers tend to focus on goals; leaders try to focus on purpose. Managers tend to focus on limited resources (time, money) while leaders tend to focus on investing in unlimited resources of energy, purpose, engagement, vision and contribution.
20. Page 18 Managers and quality 1 of 2 In the workplace, who must benefit? Why am I important? How can I positively influence others? Quality in an era of change Applying management skills Reflections on quality
21. Page 19 Managers and quality 2 of 2 Avoiding frustrations Failure to communicate clearly and clarify messages Inability to understand the concept of quality Lack of or poor training practices Lack of clearly identified and understood objectives Avoid unrealistic, vague and confusing expectations
23. Page 21 Consistency v fairness 1 of 5 First, think back to a time you were treated unfairly in order to maintain consistency, and then consider the effect it had on your motivation. It'll be the same feeling for those you now manage. Establish clear targets and rewards, and be crystal clear about your expectations. Carefully articulate what constitutes outstanding performance, and the rewards that await all who achieve it. Those who perform receive the reward, those who don't receive coaching and encouragement to achieve it next time.
24. Page 22 Consistency v fairness 2 of 5 Develop a well-thought-out system that allows you the flexibility to give spontaneous "spot rewards" when you see a deserving performance, and keep an element of fun in your reward system. Employees are motivated by the expectation of, but not entitlement to, frequent small rewards for valuable performance.
25. Page 23 Consistency v fairness 3 of 5 Account for differences in personal circumstances, especially in the short term, and those beyond the employee's control. If an employee experiences the loss of a close family member, cut them some slack for a reasonable period. Go the extra mile for your employees in these situations, and you'll have their full attention when you talk about going the extra mile for your customers. Offer help if their slump lingers for more than a few weeks.
26. Page 24 Consistency v fairness 4 of 5 When an employee complains that you've treated him unfairly, listen because he may have a point. Ask what he would consider fair, and engage in a dialogue that gets both perspectives on the table. Be reasonable, and ask for the same from the other party. Be willing to compromise reach a mutual agreement. Then move on. Develop and maintain an effective Alternative Dispute Resolution (ADR) process in your organization. If the situation rises to such a level, engage the ADR process to resolve the issue without involving lawyers and the courts.
27. Page 25 Consistency v fairness 5 of 5 Mediation, and other ADR interventions can be extremely effective in restoring a sense of fairness to all parties, and maintaining productive working relationships. Be consistent in yourself. Don't change your tune with every change of mood, and don't maintain different standards for different people, or different groups, without reasons everyone feels good about. Keep your promises, and follow through.
29. Page 27 Going back to the floor and civility 1 of 2 GOING BACK TO THE FLOOR It’s not about PR Undercover or not? Arrive without warning Roll up your sleeves Ground rules It’s just one tool Make it part of your business Be sure to deliver Come with humility
30. Page 28 Going back to the floor and civility 2 of 2 CIVILITY Pursue understanding first Listen and respect other opinions Seek common ground, even if it’s to agree to disagree Tune into what’s happening around you; observe the climate Accept responsibility for your actions and the consequences of those actions Offer and willingly accept constructive feedback
32. Page 30 It’s becoming a habit 1 of 7 WORK PRODUCTIVITY work efficiently in getting the job done set high standards for themselves demonstrate proper motivation at work show initiative and are pro-active in decision-making are flexible and quick to adapt
33. Page 31 It’s becoming a habit 2 of 7 WORK COLLABORATION & PEOPLE RELATIONS demonstrate civility, courtesy and decency show concern for the personal well being of others demonstrate a caring attitude toward others contribute their "fair share" on collaborative tasks work effectively with other managers and supervisors seek the input of those affected by decisions listen to others' views before making any judgments
34. Page 32 It’s becoming a habit 3 of 7 ETHICS take a stand where issues of ethics are at stake safeguard confidential information refuse to comply with unethical requests consider the rights of others in making decisions avoid conflicts of interest
35. Page 33 It’s becoming a habit 4 of 7 WORK PASSIVITY passive and unwilling to take needed action unable to complete work on time repeatedly late for work or meetings indecisive and unwilling to take a stand
36. Page 34 It’s becoming a habit 5 of 7 COLLABORATION overly judgmental of the shortcoming of others overly aggressive and intimidating to others willing to blame their failures on others willing to claim credit for the accomplishments of others distrustful of the motives of other team members a source of unnecessary conflict with team members unwilling to compromise with others
37. Page 35 It’s becoming a habit 6 of 7 IDEAS AND INFORMATION defensive and unable to accept criticism closed to new ways of doing things prone to make hasty decisions without due deliberation unwilling or unable to listen attentively
38. Page 36 It’s becoming a habit 7 of 7 SELF-MANAGEMENT perform their job well some days but poorly on other days unable to keep promises unable to control his/her temper knowingly make unreasonable demands does not recognize the impact of their feelings on their actions
40. Page 38 Engaging and managing others They focus on the individual They have an empowering managerial style They are honest, authentic and competent-which drives high levels of trust
42. Page 40 Cause of problems 1 of 5 MANAGERS SOMETIMES CREATE ISSUES Does every member of your management team know the company’s mission, purpose, and vision? Can they describe the values—and give examples of how they’re demonstrated daily? Do they have the skills, resources, and knowledge to lead to the ideal future state? Do you have a succession plan—an approach for developing high-potential candidates?
43. Page 41 Cause of problems 2 of 5 MANAGERS SOMETIMES CREATE ISSUES Do people who are promoted to or hired for a management position clearly demonstrate company values? Do you have an effective way to transition new managers into their positions? Do you remove poor and ineffective managers quickly?
44. Page 42 Cause of problems 3 of 5 ENSURE SOUND MANAGEMENT FIRST Get managers to function as an aligned team and to translate the mission, vision and values to subordinates to promote (by example not exhortation) the way business will be done Carefully select people for management positions Support the transition into management
45. Page 43 Cause of problems 4 of 5 ENSURE SOUND MANAGEMENT FIRST Define standards of performance for all managers Be responsible for performance management and for instilling accountability
46. Page 44 Cause of problems 5 of 5 PEOPLE-CENTRIC MANAGEMENT Internal service quality is a key driver Internal service quality leads to employee satisfaction, resulting in employee retention and productivity Employee satisfaction leads to customer satisfaction Customer satisfaction leads to customer loyalty, which results in retention, repeat business, and referrals Customer loyalty leads to revenue growth and profitability
48. Page 46 Appreciative inquiry and systems 1 of 2 APPRECIATIVE INQUIRY Know your audience Customize your solution Transfer theory into practice Checklist
49. Page 47 Appreciative inquiry and systems 2 of 2 SYSTEMS Systems can’t provide satisfaction in domains that require a unique and personal human solution A strength of systems and institutions is the ability to suppress the personal and commodify through replication Automated human functions affect relationships and our capacity to associate closely with others Systems are designed to make relationships instrumental Systems do make an effort to compensate for their utilitarian nature
51. Page 49 Negative feedback for subordinates 1 of 2 WHY NOT? The manager wants the protégé he is grooming to be his successor to thrive, and fears that a rebuke will derail him. The manager operates from the perspective that you catch more flies with honey than with vinegar. The manager believes that in a PC culture, being known as hostile or aggressive has negative long-term consequences, such as not being invited to sit on boards.
52. Page 50 Negative feedback for subordinates 2 of 2 GUIDELINES TO FOLLOW Before being angry with an employee, map out the issue you wish to discuss to rule-out extraneous influences. When possible, condemn behaviours—not the person. Honesty is the best policy.
54. Page 52 Harnessing the power of mid-level managers Start with the end in mind Specify talent qualities that ensure quality results Develop the right skills in the right way Support the transition into, up, through and onto new levels of management with a sound succession plan Engage mid-level managers and inspire them to meet business needs
56. Page 54 Career development 1 of 3 ENGAGEMENT/SATISFACTION The manager’s role is to manage for career development BEYOND DISENGAGEMENT What’s the cost of disengagement? What’s the solution?
57. Page 55 Career development 2 of 3 FROZEN CAREER PIPELINES Slower career advancement/promotions for people below the blockage producing “stuck” disgruntled workers Less hiring at a time when we most need open positions to reverse the downturn in the job market Pressure from older workers for special accommodations like changes in assignments or less working hours Organizations will be forced to confront under-performing, older workers who are coasting to retirement Increased health care costs More law suits from older workers who feel they were unfairly pushed out or not promoted
58. Page 56 Career development 3 of 3 WHAT SHOULD MANAGERS DO? Audit the retirement plans of people at or near retirement age Maximize the contribution of those who will stay on Make accommodations, where possible, for the special physical needs of older workers Confront older people whose performance is marginal or poor Train and develop people whose promotional opportunities are put on hold
60. Page 58 Influencing skills 1 of 4 Environment scanning Resource allocation and intervention Diplomacy and conflict resolution
61. Page 59 Influencing skills 2 of 4 BUILDING INFLUENCE AND INCLUSION Fundamental techniques for strengthening relationships How to win people to your way of thinking How to change people without giving offense or arousing resentment
62. Page 60 Influencing skills 3 of 4 GLOBAL PERSPECTIVES ON INFLUENCE AND INCLUSION Team leaders’ involvement Team members’ involvement Team members’ responses
63. Page 61 Influencing skills 4 of 4 SEVEN PRINCIPLES FOR EFFECTIVE INFLUENCE 1.Remember that a person’s name is to that person the sweetest and most important sound in any language 2.Make the other person feel important—and do it sincerely. 3.The only way to get the best of an argument is to avoid it 4.Begin in a friendly way 5.Let the other person feel that the idea is his or hers 6.Ask questions instead of giving direct orders 7.Make the other person happy about doing the thing you suggest
65. Page 63 Managing fears and agile managers 1 of 2 Acknowledge and examine the fears Face you fear; prepare yourself to take action Come from love-establish a purpose that is greater than the fear Stay in the present moment
66. Page 64 Managing fears and agile managers 2 of 2 Managing employees Rewarding employees Planning Technological agility Political skills Problem-solving Doing more with less