This document discusses organizational change and adaptive leadership. It explains that change is difficult for organizations because it disrupts routines and the status quo. Technical problems have clear solutions, while adaptive challenges require new learning and letting go of old ways. Six mindsets of adaptive leadership are outlined, including experimenting, scanning for challenges, and accepting failure. Productive change involves regulating distress and preventing work avoidance. Different frames like structural, human resource, political and symbolic are barriers and strategies for change.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
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Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Four-Frame Model - Reframing OrganisationsPhil Vincent
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Bolman & Deal identify four distinctive ‘frames’ from which people view their world - Structural, Human Resources, Political, and Symbolic.
Each frame comes with a range of concepts, metaphors and values which provide the scaffolding for organising raw experience of the world.
No one uses only one frame all the time, although people often show a preference for one or two frames.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
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There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Â
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Four-Frame Model - Reframing OrganisationsPhil Vincent
Â
Bolman & Deal identify four distinctive ‘frames’ from which people view their world - Structural, Human Resources, Political, and Symbolic.
Each frame comes with a range of concepts, metaphors and values which provide the scaffolding for organising raw experience of the world.
No one uses only one frame all the time, although people often show a preference for one or two frames.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
Â
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
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Improving profitability for small businessBen Wann
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Mapping Organizational Change
Kristina Boone, Ph.D.,
Professor and Department Head
Department of Communications and
Agricultural Education
Kansas State University
ACE 2012
2. Change is Difficult
• Organizations thrive on routine and status quo
• Management is about status quo; leadership is
about change
• Organizations, like people, may have hidden
commitments that block change
• Change requires continuous adaptation;
adaptation means loss or letting go
• The life cycle of change will involve a dynamic
shift in knowledge; we don’t know all the
answers initially – THAT’S DISCONCERTING!
3. Adaptive v. Technical Challenges
Example Technical Adaptive
Medical Broken arm High blood
pressure
Printing Poor registration because Missing delivery
of part that needs to be deadlines, workfl
replaced ow issues
4. Six Mindsets of Adaptive
Leadership
• Conserves essential values and capacities
• Experiments pervasively; maintains learning focus
• Scans whole environment for new challenges
• Improvises responsively
• Models consistent orienting values; visibly uses
organization’s rudder
• Takes losses; accepts failure recognizing that we are
asking people to take risks
5. Addressing Adaptive Challenges
• Get on the balcony (participate and observe)
• Identify adaptive elements of challenge and technical
aspects
• Regulate distress (heat up or cool down system)
• Maintain disciplined attention and prevent work
avoidance
• Give the work back
• Do not protect leadership from opinions
6. Productive Zone of Disequilibrium
(Heifetz, Grashow & Linsky, Adaptive Leadership)
Limit of tolerance
Productive zone
Disequilibrium
of disequilibrium
Threshold of Change
Adaptive Challenge
Technical Challenge
Time
7. Work Avoidance
• Hold on to past
• Blame authority
• Scapegoat
• Deny problem
• Draw conclusion too quickly
• Distract attention
8. Staying in the Zone
Regulate Distress and Prevent Work Avoidance
Increase heat in system Decrease heat
Give more responsibility Address technical aspects
Bring conflict to surface Employ structure
Protect dissenting voices Reclaim responsibility,
temporarily
Seek other perspectives Slow down process
9. Frames in an Organization
(Bolman and Deal, Reframing Organizations)
Frames Structural Human Political Symbolic
Resource
Central Rules, roles, Needs, skills, Power, Culture,
Concepts goals, relationships conflict, meaning,
policies, competition, metaphor,
technology, org. politics ritual,
environment ceremony,
stories,
heroes
Complexity
Visibility
10. Reframing Organizational Change
(Bolman & Deal, Reframing Organizations)
Frame Barrier to Change Essential Strategies
Structural Loss of direction, clarity and Communicating, realigning,
stability; confusion, chaos and renegotiating formal
patterns and processes
Human Resource Anxiety, uncertainty; people Training for new skills,
feel incompetent and needy participation and
involvement; psychological
support
Political Disempowerment; conflict Creation of arenas where
between winners and losers issues can be renegotiated
and new coalitions formed
Symbolic Loss of meaning and Creation of transition rituals;
purpose; clinging to the past mourn the past, celebrate
the future
11. References
Bolman, L.G. & Deal, T.E. (2008). Reframing Organizations:
Artistry, Choice, and Leadership (4th ed). San Francisco: Jossey-
Bass.
Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of
Adaptive Leadership: Tools and Tactics for Changing your
Organization and the World. Boston: Harvard Business Press.
Kegan, R., & Lahey, L. (2009). Immunity to Change: How to
Overcome It and Unlock the Potential in Yourself and Your
Organization. Boston: Harvard Business Review Press.
Editor's Notes
Why?Group exercise with turning toward each other – remember and come back toPeople fear loss more than we value gainSeeing change in rising generations – Generation Flux, Fast company, robertSafian
Some more likely to be adaptive
So how do these create barriers to change and how can we deal with thatIn adaptive leadership – balcony – one way is focus on different frames
I wanted to cover some on the frames before we got into stages of change so that we can keep that in the back of our mindsSo let’s look at stages of change