Mentoring Presentation
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This document discusses mentoring and outlines key points about mentors, mentoring programs, and the benefits and costs of mentoring. It defines a mentor as a senior-level manager who provides knowledge, experience, and career/psychosocial assistance. Benefits of mentoring include skill enhancement, professional growth, giving back, and exposure to new ideas. Costs include the time and energy required as well as potential reputational risks if the relationship fails. Mentoring can be used effectively in onboarding programs to help develop leaders through goal setting, identifying strengths/weaknesses, and time management assistance.
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Entreprenuer
This document discusses entrepreneurial leadership strategies and values that are keys to operational excellence. It analyzes research on reflections of excellence in entrepreneurial organizations, which revolve around customer care, constant innovation, committed people, and managerial leadership. The primary entrepreneurial leadership strategies identified are: attention through vision, meaning through communication, trust through positioning, and confidence through respect. At the heart of successful entrepreneurial leadership is a concern for people and interpersonal values that provide an interactive foundation for fulfilling leadership strategies.
HRM.pptx
Organization development (OD) aims to increase an organization's effectiveness and efficiency through a deliberately planned, organization-wide effort. OD involves changing beliefs, attitudes, values and structure to help organizations adapt to changes. The objective of OD is to improve interpersonal trust, employee satisfaction and commitment, problem solving, cooperation and collaboration. Performance appraisal systems aim to evaluate employee performance to support organizational planning, effectiveness and employee development. Human resource management focuses on attracting, developing and rewarding employees to ensure organizational success while complying with labor laws.
Key Note on "Are You Engageable" at Carre@Terrace on 24 Nov 2011 in Jakarta, ...
Key Note on "Are You Engageable" at Carre@Terrace on 24 Nov 2011 in Jakarta, ...Centre for Executive Education
The document discusses employee engagement and leading a multi-generational workforce. It begins with examples of engaged versus disengaged employees and defines engagement as employees who stay, strive, and say positive things about their workplace. The document then covers generational differences in various areas and how leaders must adapt their style to different generations. It recommends using the Scores on the Board system to develop leaders' emotional engagement skills and empower teams to improve engagement, especially for Gen Y employees. Regular communication between Gen Y employees and their supervisors is key to building strong relationships and motivation.The Business Benefits of Management and Leadership Development
The report explores current practice in MLD; individual managers' views of MLD and the impact it has on their performance and abilities; organisations' approaches to MLD and the impact on organisational performance and how organisations can increase the business impact of MLD and how individuals may identify MLD for their specific needs.
stratmgmt.ppt
This document provides an overview of key concepts in strategic management including the canoe theory, built to last principles, good to great findings, differences between public and private organizations, features of successful strategic management, lessons learned in strategic planning, why managers don't plan, the strategic management model, and components of strategy formulation like vision, mission, values, goals and objectives. It also discusses scanning the external and internal environment, industry analysis, competitive profiling, and implementing and measuring strategies.
Rkh Resume2012
R. Karl Hebenstreit has over 15 years of experience in human resources and organization development across various industries. He currently works as an organization development consultant for EMC Corporation, providing services to recently acquired companies. Previously, he held human resources and leadership development roles at Kaiser Permanente and Sun Microsystems. Hebenstreit has expertise in executive coaching, leadership development, recruiting, training, and organization development.
Pay it Forward: Mentoring Our Future Leaders
On April 18, Fox School of Business faculty members Becca Zinn and Cliff Tironi facilitated a session on ways to have productive, growth-focused conversations with business professionals participating in a mentorship program hosted by The Chamber of Commerce for Greater Philadelphia. The event was the third and final session led by Fox School faculty as part of the program, “Pay it Forward: Mentoring our Future Leaders,” designed to help young professionals grow and develop through mentorship.
Management Report
Human resource management has two main functions: overseeing human capital operations and managing employees. HR plays a vital role in strategic organization design and establishing effective policies to optimize costs. The document identifies two main management concerns at Watson Technologies: succession planning and diversity/inclusion. It recommends revising the succession plan to prepare future leaders through training and job rotation. It also suggests implementing diversity training, a managing by walking around program, and surveys to promote an inclusive culture and address communication barriers.
Transactional leadership style and employee
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
LeadershipSuccionManagment
This document announces a two-day event on leadership succession management and talent development. The event will include workshops and presentations on topics such as conducting a situational analysis, workforce planning, succession program creation, training and talent management synchronization, mentoring relationships, talent reviews, leadership development strategies, skills for today's economy, and transformational leadership cultivation. Speakers will include consultants and representatives from various organizations. Attendees will include professionals from HR, organizational development, succession planning, training and related fields.
Building OD Capabilities
The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
IMPACT OF ORGANIZATIONAL CULTURE ON TQM PROGRAMS
1. The document discusses the impact of organizational culture on total quality management (TQM) programs. It notes that while TQM has led to success in some organizations, results have been mixed.
2. Culture is an important factor influencing the effectiveness of TQM programs. The culture in Japanese organizations, where TQM originated, contributed to its success there.
3. For TQM programs to be effective, the organizational culture may need to be changed to align with TQM principles like continuous improvement and employee involvement. Leaders play a key role in shaping culture change.
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The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
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The document discusses succession planning and outlines a five-step approach. It notes that while succession planning is becoming more common, many organizations lack confidence in their current systems. The five steps proposed are: preliminary planning, preparing for talent review, the talent review meeting, providing feedback and development planning, and measuring effectiveness. The document also discusses best practices in succession planning and proposes using a "succession blueprint" to better link succession planning to organizational strategy.
organizational effectiveness
The document discusses various approaches to organizational effectiveness including goal attainment, system resources, strategic constituencies, and competing values. It describes models of organizational effectiveness such as human relations, internal processes, open system, and rational goal. Key factors for organizational effectiveness are identified as the CEO, manager-subordinate relationships, and the managers. Methods to increase effectiveness include aligning talent and business strategies, mergers/acquisitions, and integrating business and talent management strategies.
Key Note Presentation at CCAS Symposium 20 October 2011
This document summarizes a presentation given by Prof Sattar Bawany on leading and engaging a multi-generational workforce. The presentation discussed the differences between generational cohorts (Traditionalists, Baby Boomers, Gen X, Gen Y) in terms of career goals, rewards, work-life balance, and job changing. It emphasized the importance of engaging and retaining Gen Y employees through opportunities for career advancement, learning and development, and good relationships. The presentation recommended communicating regularly with Gen Y employees, engaging them through coaching, and encouraging teamwork through social activities. It concluded that managing generational differences effectively can add value by increasing diversity, creativity and talent across age groups.
Module 4 _POM.pptx
The document discusses staffing, which is the process of acquiring, developing, employing, appraising, remunerating, and retaining the right people in the right positions at the right time. It involves manpower planning, recruitment, selection, placement, induction, training, performance management, and development. Staffing is important as it fills organizational positions, develops competencies, and retains personnel. The key aspects of staffing are that it is goal-oriented, continuous, pervasive in nature, and covers a wide range of activities related to both managerial and operative personnel.
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The Business Benefits of Management and Leadership Development
The Business Benefits of Management and Leadership Development
Key Note Presentation at CCAS Symposium 20 October 2011
Key Note Presentation at CCAS Symposium 20 October 2011
Mentoring Presentation
- 2. OUTLINE OF PRESENTATION DEFINITION OF MENTOR FACTS ABOUT MENTORING BENEFITS AND COSTS OF MENTORING MENTORING IN AN ONBOARDING PROGRAM CONCLUSION
- 3. WHAT IS A MENTOR? • A SENIOR LEVEL OF MANAGEMENT WHO IS : • INFLUENTIAL • PROVIDES KNOWLEDGE AND EXPERIENCE • “PERFORM[S] CAREER AND PSYCHOSOCIAL ASSISTANCE” ORTIZ- WALTERS (2009, P.26).
- 4. FACTS ABOUT MENTORING • MENTORING IS IMPORTANT • MENTORING IS EFFECTIVE • MENTORING IS FLEXIBLE • MENTORING IS SCALABLE • MENTORING IS BUILDS DEPTH (MARTIN, ROBINSON, & ZACHARY, 2011).
- 5. FACTS, CONT. • IN ORDER TO ENSURE A SUCCESSFUL MENTOR/MENTEE RELATIONSHIP, MENTORS AND ORGANIZATION MUST: • MULTIPLE MENTORS • DON’T WAIT INITIATE • NETWORK BUT UPWARD • BE A TEAM LEADER WORK WELL WITH OTHERS • AVOID THE NEGATIVES • MENTORS AND SUPERVISORS • E-MENTORING • BE WILLING TO LEARN ( VIATOR, & DALTON, 2011).
- 6. BENEFITS BENEFITS FOR A MENTOR INCLUDE SKILL ENHANCEMENT ENCOURAGEMENT FOR GROWTH A WAY TO GIVE BACK EXPOSES NEW THOUGHTS PROFESSIONAL SATISFACTION (MARTIN, ROBINSON, & ZACHARY, 2011)
- 7. COSTS OF MENTORING RAGINS AND SCANDURA (1994) CONCLUDED THAT THE COSTS OF MENTORING INCLUDE, TIME, ENERGY, AND REPUTATION. MENTORS RUN THE RISK OF A NEGATIVE REPUTATION IN THE ORGANIZATION IF THE MENTEE SEES THE RELATIONSHIP AS A WASTE OF TIME.
- 8. MENTORING AND ONBOARDING • MENTORING CAN BE USED IN THE “ONBOARDING”, OR “ORGANIZATIONAL SOCIALIZATION” PROCESS USED TO DEVELOP LEADERS (SILZER & DOWELL, 2010). • TAKES PART IN CREATING A DEVELOPMENT PLAN TO SUPPORT THE LEADERS GOALS. • WORKS TOGETHER WITH LEADER TO IDENTIFY STRENGTHS AND WEAKNESSES • HELPS LEADER WITH TIME MANAGEMENT • HELPS LEADER AVOID DISTRACTIONS
- 10. REFERENCESANONYMOUS (2010) SHARE BABY BOOMERS KNOWLEDGE WITH INTERGENERATION MENTORING. HR FOCUS, 87(2), 7-11. BLOOMBERG, MARK, MD, MBA, C.P.E., F.A.C.P.E. (2014). THE ROLE OF MENTORING. PHYSICIAN EXECUTIVE, 40(2), 88-90. KAHLE-PIASECKI, L. (2011) MAKING A MENTORING RELATIONSHIP WORK: WHAT IS REQUIRED FOR ORGANIZATION SUCCESS. JOURNAL OF APPLIED BUSINESS AND ECONOMICS, 12(1), 46-56. MARTIN, L., ROBINSON, T., & ZACHARY, L. (2011) WHY SHOULD YOU GET ON THE BOARD THE MENTOR SHIP? THE PUBLIC MANAGER, WINTER, 42-45 ORTIZ-WALTERS, R. (2009). MENTORSHIP COLLABORATIONS: A LONGITUDINAL EXAMINATION OF THE ASSOCIATION WITH JOB PERFORMANCE AND GENDER. JOURNAL OF BUSINESS & ECONOMIC STUDIES, 15(1), 26-47. .
- 11. REFERENCES, CONT. RAGINS, B.R., & SCANDURA, T.A. (1994). GENDER DIFFERENCES IN EXPECTED OUTCOMES OF MENTORING RELATIONSHIPS. ACADEMY OF MANAGEMENT JOURNAL, 37(4), 957-970 SILZER, R., & DOWELL, B.E., (2010). STRATEGY-DRIVEN TALENT MANAGEMENT: A LEADERSHIP IMPERATIVE. SAN FRANCISCO, CA. JOSSEY-BASS. UDEH, I.E., & OMAR, A. (2009). STRATEGIC VERSUS GRATUITOUS MENTORING: A PRELIMINARY INVESTIGATION. PROCEEDINGS OF THE ACADEMY OF STRATEGIC MANAGEMENT, 8(1), 44-47. VIATOR, R. E., PHD., & DALTON, DEREK, C.P.A., PHD. (2011). EIGHT WAYS TO EXPAND YOUR MENTORING NETWORK. JOURNAL OF ACCOUNTANCY, 212(4), 44-47, 10.