This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
This document is an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The agenda includes: an introduction to the topic; discussing business and HR trends today such as collaborative cultures and measuring employee value; the strategic role of HR in becoming business leaders and driving change; a case study of an innovative organization with empowering HR practices; and publications and outcomes of HR research. The presentation aims to discuss how HR can take a strategic approach to support new venture creation.
This document discusses integral managerial leadership. It presents four perspectives of management: individual interiors, individual behaviors, shared culture, and shared systems. Each perspective brings strengths and limitations. The document advocates balancing multiple leadership styles and emphasizes that there is no single "right" style of leadership. It also presents levels of managerial leadership agility and discusses the importance of managing according to shared values and expectations.
This document provides an overview of Organizational Behavior by Stephen P. Robbins. It is the number one selling organizational behavior textbook used by over 700,000 students worldwide. The textbook covers individual behavior, group dynamics, and organizational systems using contributions from psychology, sociology, social psychology, anthropology, and political science. It aims to help managers develop people skills to improve organizational effectiveness by studying how individuals, groups and structure impact workplace behavior. Key challenges discussed include responding to globalization, managing diversity, improving quality and productivity, empowering employees, stimulating innovation and coping with constant change.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
This document discusses the impact of mood and emotions on team performance. It defines mood as a relatively lasting emotional state compared to emotions, which are short-lived reactions to stimuli. Mood and emotions influence soft skills like leadership, team climate, motivation, and communication as well as hard skills like decision making. Managers can influence mood and emotions through their own displays, feedback, celebrations, monitoring team climate, and using humor. Environmental factors like lighting, air quality, temperature, and ergonomics also impact mood. The document concludes that mood and emotions significantly impact work and managers have tools to shape them.
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
This document is an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The agenda includes: an introduction to the topic; discussing business and HR trends today such as collaborative cultures and measuring employee value; the strategic role of HR in becoming business leaders and driving change; a case study of an innovative organization with empowering HR practices; and publications and outcomes of HR research. The presentation aims to discuss how HR can take a strategic approach to support new venture creation.
This document discusses integral managerial leadership. It presents four perspectives of management: individual interiors, individual behaviors, shared culture, and shared systems. Each perspective brings strengths and limitations. The document advocates balancing multiple leadership styles and emphasizes that there is no single "right" style of leadership. It also presents levels of managerial leadership agility and discusses the importance of managing according to shared values and expectations.
This document provides an overview of Organizational Behavior by Stephen P. Robbins. It is the number one selling organizational behavior textbook used by over 700,000 students worldwide. The textbook covers individual behavior, group dynamics, and organizational systems using contributions from psychology, sociology, social psychology, anthropology, and political science. It aims to help managers develop people skills to improve organizational effectiveness by studying how individuals, groups and structure impact workplace behavior. Key challenges discussed include responding to globalization, managing diversity, improving quality and productivity, empowering employees, stimulating innovation and coping with constant change.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
This document discusses the impact of mood and emotions on team performance. It defines mood as a relatively lasting emotional state compared to emotions, which are short-lived reactions to stimuli. Mood and emotions influence soft skills like leadership, team climate, motivation, and communication as well as hard skills like decision making. Managers can influence mood and emotions through their own displays, feedback, celebrations, monitoring team climate, and using humor. Environmental factors like lighting, air quality, temperature, and ergonomics also impact mood. The document concludes that mood and emotions significantly impact work and managers have tools to shape them.
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
- The school held a community consultation to discuss its strategic direction and gather feedback
- Progress updates were provided on enrolments, assessment, IT infrastructure, and other areas
- Attendees provided input on desired learning spaces, teacher qualities, values, and strategic planning
- Feedback stations were set up for questions and ideas on extracurricular activities, learning environments, and other topics
The document discusses trends in nonprofit leadership transitions that will need to be addressed between now and 2016. It notes that nonprofits will need to recruit over 600,000 to 1,250,000 new senior managers, and anticipate increased turnover beyond current levels. This is driven by factors such as the increasing number of nonprofits, baby boomer retirement, and lack of experienced younger professionals. Proper transition management is necessary to stabilize organizations and orient new executives through phases of ending the old relationship, establishing an interim plan, and launching the new beginning.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
With access to the most up-to-date
research and tools, ConsultIWP is
a world leader in understanding
the way people drive organisational
effectiveness – and how this impacts
the bottom line.
The document outlines various leadership and management theories discussed in an Eckerd Fall 2011 class, including classical theories from Taylor, Fayol, and Weber; human relations approaches; contemporary developments like systems theory, contingency theory, and total quality management. The agenda also includes an exercise on the Myers-Briggs Type Indicator and a discussion of memo writing.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.
The document summarizes a community consultation meeting for a new school, covering an update on progress with enrolments, infrastructure, and resources, a discussion of the school's strategic direction and values around learning, and stations for gathering community feedback on topics like extracurricular activities, logo development, and preferences around technology use and payment. Community members were also invited to join a focus group for strategic planning and sign up for appointment times to discuss teaching staff.
Alignment of Practitioner and Practice Robert Smale
This document discusses aligning coaching philosophy, knowledge, and practice. It presents different coaching philosophies such as humanist, behaviorist, and positive psychology approaches. It emphasizes that a coaching philosophy should include beliefs about people, change, and the world. It also discusses building a body of knowledge from various perspectives like neuroscience, existentialism, positive psychology, and more. Further, it addresses finding direction in practice through considering whether a coach takes a directive or non-directive approach and whether they focus on personal development or goals. The document stresses aligning these three elements - philosophy, knowledge, and practice - to guide a coach's work.
Alan shalloway lean-kanban is about peopleAGILEMinds
The document discusses how lean principles are focused on supporting people. It explores the human side of lean, examining human nature, values, motivation, psychology, education, thinking and work styles. It discusses how the origins of lean in Toyota focused on supporting workers to eliminate waste and create value. Lean science aims to have workers work at the right levels to eliminate waste by using pull and limiting work-in-process. Lean management creates an environment where workers can thrive and delight customers. The document emphasizes that lean is about systems thinking applied to educating and supporting workers, not just achieving results.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
This document discusses coaching an organization through an agile transformation. It covers preparing for change, establishing an enablement team to guide the transformation, choosing pilot teams, overcoming challenges like changing leadership styles and organizational structures, and monitoring progress through metrics. The transformation impacts how work gets done, leadership approaches, and the culture. With the right preparation and coaching, organizations can develop the agility to sense and respond to changing needs.
The document summarizes the agenda for a leadership and administrative dynamics course at Eckerd College in Fall 2010. It includes discussions on Myers Briggs personality types, decision making frameworks, theories of leadership, and how the brain creates meaning. Key topics to be covered are identifying personal strengths and weaknesses as leaders, examining challenges in decision making contexts involving limited resources, and reviewing models of leadership proposed by theorists like Senge, Northhouse, Kouzes/Posner, and Blake and McCanse.
This document provides an overview of management theories and concepts for a course. It discusses why management is important in modern society. It defines management and organizations, and outlines classical management theories from Taylor, Fayol, and Weber. It also covers behavioral theories from Hawthorne studies and Likert. McGregor's Theory X and Y are introduced. The foundations of management science and quantitative approaches are briefly outlined. Finally, the contingency view of situational management is mentioned.
Blue Chip Technologies Situational Analysis & Sustainable Competitive AdvantageIris Wen
Marketing Strategies Marketplace Live Simulation
Blue Chip Technologies Situational Analysis & Sustainable Competitive Advantage Presentation
Marketing Strategies, MARK 390, Loyola University Chicago
Manjula Srivastav was the head of marketing at Blue Chips for four years. A new managing director, Anand Prakash, was appointed after a change in ownership. Prakash promoted Harish Naik to vice president of exports over Srivastav. Srivastav protested this decision to Prakash. Prakash then scheduled a meeting to discuss restructuring.
This document discusses using dog temperaments as an analogy for understanding employee recruitment and performance management. It suggests that just as dog breeds have different temperaments, people have temperaments that may or may not be suited for certain jobs. The document recommends that when hiring, employers should look beyond job descriptions at unlisted elements and assess candidate temperament through non-traditional interview questions and possibly personality testing to find the best fit. For current employees, it proposes exploring alternatives to coaching like changing or adding job duties if temperament is not aligned.
The document describes a case study about the Kashyap family which owns a stainless steel factory. It provides details about 3 generations of the family including their marriages, children, careers, and places of residence. It then presents 8 challenges faced by different members of the family regarding issues like career choices, business management, gender roles, independence, and succession planning. The team must analyze each challenge and propose solutions to be presented to the group.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
- The school held a community consultation to discuss its strategic direction and gather feedback
- Progress updates were provided on enrolments, assessment, IT infrastructure, and other areas
- Attendees provided input on desired learning spaces, teacher qualities, values, and strategic planning
- Feedback stations were set up for questions and ideas on extracurricular activities, learning environments, and other topics
The document discusses trends in nonprofit leadership transitions that will need to be addressed between now and 2016. It notes that nonprofits will need to recruit over 600,000 to 1,250,000 new senior managers, and anticipate increased turnover beyond current levels. This is driven by factors such as the increasing number of nonprofits, baby boomer retirement, and lack of experienced younger professionals. Proper transition management is necessary to stabilize organizations and orient new executives through phases of ending the old relationship, establishing an interim plan, and launching the new beginning.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
With access to the most up-to-date
research and tools, ConsultIWP is
a world leader in understanding
the way people drive organisational
effectiveness – and how this impacts
the bottom line.
The document outlines various leadership and management theories discussed in an Eckerd Fall 2011 class, including classical theories from Taylor, Fayol, and Weber; human relations approaches; contemporary developments like systems theory, contingency theory, and total quality management. The agenda also includes an exercise on the Myers-Briggs Type Indicator and a discussion of memo writing.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.
The document summarizes a community consultation meeting for a new school, covering an update on progress with enrolments, infrastructure, and resources, a discussion of the school's strategic direction and values around learning, and stations for gathering community feedback on topics like extracurricular activities, logo development, and preferences around technology use and payment. Community members were also invited to join a focus group for strategic planning and sign up for appointment times to discuss teaching staff.
Alignment of Practitioner and Practice Robert Smale
This document discusses aligning coaching philosophy, knowledge, and practice. It presents different coaching philosophies such as humanist, behaviorist, and positive psychology approaches. It emphasizes that a coaching philosophy should include beliefs about people, change, and the world. It also discusses building a body of knowledge from various perspectives like neuroscience, existentialism, positive psychology, and more. Further, it addresses finding direction in practice through considering whether a coach takes a directive or non-directive approach and whether they focus on personal development or goals. The document stresses aligning these three elements - philosophy, knowledge, and practice - to guide a coach's work.
Alan shalloway lean-kanban is about peopleAGILEMinds
The document discusses how lean principles are focused on supporting people. It explores the human side of lean, examining human nature, values, motivation, psychology, education, thinking and work styles. It discusses how the origins of lean in Toyota focused on supporting workers to eliminate waste and create value. Lean science aims to have workers work at the right levels to eliminate waste by using pull and limiting work-in-process. Lean management creates an environment where workers can thrive and delight customers. The document emphasizes that lean is about systems thinking applied to educating and supporting workers, not just achieving results.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
This document discusses coaching an organization through an agile transformation. It covers preparing for change, establishing an enablement team to guide the transformation, choosing pilot teams, overcoming challenges like changing leadership styles and organizational structures, and monitoring progress through metrics. The transformation impacts how work gets done, leadership approaches, and the culture. With the right preparation and coaching, organizations can develop the agility to sense and respond to changing needs.
The document summarizes the agenda for a leadership and administrative dynamics course at Eckerd College in Fall 2010. It includes discussions on Myers Briggs personality types, decision making frameworks, theories of leadership, and how the brain creates meaning. Key topics to be covered are identifying personal strengths and weaknesses as leaders, examining challenges in decision making contexts involving limited resources, and reviewing models of leadership proposed by theorists like Senge, Northhouse, Kouzes/Posner, and Blake and McCanse.
This document provides an overview of management theories and concepts for a course. It discusses why management is important in modern society. It defines management and organizations, and outlines classical management theories from Taylor, Fayol, and Weber. It also covers behavioral theories from Hawthorne studies and Likert. McGregor's Theory X and Y are introduced. The foundations of management science and quantitative approaches are briefly outlined. Finally, the contingency view of situational management is mentioned.
Blue Chip Technologies Situational Analysis & Sustainable Competitive AdvantageIris Wen
Marketing Strategies Marketplace Live Simulation
Blue Chip Technologies Situational Analysis & Sustainable Competitive Advantage Presentation
Marketing Strategies, MARK 390, Loyola University Chicago
Manjula Srivastav was the head of marketing at Blue Chips for four years. A new managing director, Anand Prakash, was appointed after a change in ownership. Prakash promoted Harish Naik to vice president of exports over Srivastav. Srivastav protested this decision to Prakash. Prakash then scheduled a meeting to discuss restructuring.
This document discusses using dog temperaments as an analogy for understanding employee recruitment and performance management. It suggests that just as dog breeds have different temperaments, people have temperaments that may or may not be suited for certain jobs. The document recommends that when hiring, employers should look beyond job descriptions at unlisted elements and assess candidate temperament through non-traditional interview questions and possibly personality testing to find the best fit. For current employees, it proposes exploring alternatives to coaching like changing or adding job duties if temperament is not aligned.
The document describes a case study about the Kashyap family which owns a stainless steel factory. It provides details about 3 generations of the family including their marriages, children, careers, and places of residence. It then presents 8 challenges faced by different members of the family regarding issues like career choices, business management, gender roles, independence, and succession planning. The team must analyze each challenge and propose solutions to be presented to the group.
Sanjay Jewani presents on social networks and their benefits. Major social networking sites launched between 1995-2010 including Classmates.com, SixDegrees, Friendster, MySpace, Facebook, Twitter, and Google+. Social networks provide benefits to students by connecting them to other students and teachers, and to organizations by facilitating formal and informal connections. Facebook currently has over 400 million active users who are highly engaged with the site, uploading billions of photos and comments monthly. Mobile access to Facebook is also growing significantly.
Manjula Srivastav was the Head of Marketing at Blue Chips computer company for 4 years. After the company was acquired, the new Managing Director, Anand Prakash, prioritized expanding exports. He hired Harish Naik as Executive Assistant for exports. Within 2 months, Naik was promoted to Vice President over Srivastav, who wanted that role. When told to report to Naik for her current marketing role, Srivastav quit, perceiving prejudice. However, the case study concludes prejudice in the workplace was perceived rather than real, as Prakash simply had a different perspective as the new director.
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
Directing is the managerial function of leading subordinates to achieve organizational objectives. It involves inspiring, communicating, and guiding employees. Effective directing requires making plans understood, motivating workers, maintaining discipline, and ensuring good results through on-time output, quality work, and cost control. Key elements of directing include leadership, communication, delegation, decision making, policies/procedures, supervision, coordination, motivation, staff development, and conflict management. Directing aims to get maximum performance from employees by understanding their nature and motivating them using various theories.
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
Understanding the signs in business trends, what signs to watch, what signs to ignore is a continual challenge. Learn about these signs and some strategies to better work with all this organizational change.
This document outlines an agenda for a professional development conference on ethical dimensions of fire service instruction. The agenda covers topics such as why ethics is important, ethical challenges, values for adult educators, ethical decision-making, virtues of ethical leadership, and case studies. It discusses concepts like ethical frameworks, fair process, relational leadership, vision and goals, and the importance of storytelling for leadership. The overall aim is to help fire service instructors incorporate ethics into their teaching and leadership approaches.
This document discusses change management and provides information on various aspects of managing organizational change. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also lists common reasons for the need for change in organizations, such as new strategies, technology, competition, and mergers/acquisitions. The document outlines several models and approaches for managing change, including establishing a sense of urgency, creating a vision and communication plan, empowering others, and institutionalizing new approaches. It also discusses potential pitfalls to avoid and keys to leading successful change initiatives.
Ethical Leadership working session with Metro Fire Cheif Officers Association, Part 2 of 4. Focus on the virtues of ethical leadership, and key underlying values for public safety.
Bret L. Simmons gave a presentation on leadership progress at Grace Church Reno. He discussed priorities, fundamentals of behavior and motivation at work, and principles of leading others toward meaningful progress. Specifically, he emphasized that daily events can significantly impact employees' inner work life and motivation. Leaders should focus on supporting progress through goal setting, autonomy, resources, and emotional support to foster positive inner work lives. Finally, Simmons discussed the importance of interdependent relationships and shared organizational purpose to effective leadership.
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
Chris Jansen (www.Ideacreation.org) - "Seeding innovation through adaptive le...Chris Jansen
This document discusses adaptive leadership and how it can foster emergence and self-organization in educational institutions. It argues that adaptive leadership involves (1) proactively mentoring individuals, (2) fostering interactions and shared learning, (3) distributing power and decentralizing control, and (4) exploring and articulating shared values. This approach can build an organization's capacity for self-organization, adaptation, innovation and resilience by developing independent agents, encouraging their interactions, and motivating them with a common purpose. The role of leaders is to cultivate these conditions rather than impose rigid control from the top down.
Here are 5 commitments I would make to become a transformative leader:
1. Listen to understand others' perspectives with empathy and without judgment.
2. Empower and develop people by sharing leadership and decision-making.
3. Build trust and genuine relationships through open, honest and principled communication.
4. Promote shared ownership and accountability for achieving our shared goals.
5. Continually learn and grow as a leader through reflection on my experiences and feedback from others.
The document discusses team dynamics and leadership. It introduces the Drexler Sibbit model for team performance, which examines whether a team has mutual regard, goal clarity, implementation processes, commitment to shared vision, flexibility for high performance, and renewal. It also lists characteristics of effective team leadership, such as identifying roles, delegating responsibility, including others in decision-making, providing feedback, owning problems, communicating clearly, and considering impact. The document aims to simplify team dynamics, start conversations, and provide a common language for discussing teams and leadership.
This document discusses change management and the need for change in organizations. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. There are many reasons why change is needed, including new strategies, technologies, processes, competition, and continuous improvement. Effective change management involves gathering information, creating a change blueprint, communicating the vision for change, empowering others, and institutionalizing new approaches. Key aspects of leading change include enrolling others by making the future compelling and helping people find purpose, enabling change through challenging beliefs and building confidence, and energizing and exemplifying the desired behaviors.
The document discusses definitions of leadership, capabilities of leaders, differences between good and outstanding leaders, an example of an outstanding leader the author worked with in the past, and what aspects of that leader's approach the author has adopted and what is different in their own approach. It provides details on how the outstanding leader the author observed implemented organizational strategy, formulated strategy to implement the mission, and established the organizational mission.
1) The document discusses driving change from a traditional waterfall process to an agile process by focusing on encouraging the right behaviors and mindsets.
2) It emphasizes the importance of changing individual beliefs and focusing on thoughts, feelings, and values over just processes and targets.
3) Continuous learning and improvement are key to achieving agile transformation and high performance.
Power refers to the ability to influence others. Sources of power in organizations include control over rewards, punishments, expertise, and resources. Expert power tends to be the most effective because it transfers knowledge and skills. Political behavior involves using power and influence to achieve personal goals and is more common when goals and authority are unclear. Effective political actors maintain open communication, clarify expectations, and encourage cooperation. Managing one's boss involves understanding their goals and style while developing a dependable relationship. Empowerment involves sharing power so employees believe in their ability to perform well and make an impact. Power is used most ethically when focused on group goals through participation and respecting others.
This document discusses organizational change and related concepts. It defines organizational change as planned or unplanned transformations in an organization's structure, technology, or people. It distinguishes between first-order changes that are continuous, and second-order changes that involve major shifts. It also discusses the characteristics of change, reasons for change, levels of change, and sources and tactics for overcoming resistance to change. Common change management approaches like Lewin's three-step model, action research, and organizational development are summarized.
The book provides Jack Welch's guidelines for business success drawing from his experiences turning around GE. It covers developing a clear mission and values, hiring the right people, driving change, dealing with crises and competition. Welch emphasizes the need for candor, differentiating performance, and constantly challenging the status quo to win in the marketplace. The book aims to help readers succeed in their careers and companies.
Similar to MM Bagali HRM HRD HR OB OD Leadfership Bagali [Compatibility Mode] (20)
The document describes an Industry-Institute Interaction program between May 2020 and November 2020. It states that 80 top corporate executives with over 100 quality man-hours of interaction time and 1,234 cumulative years of experience addressed over 6,000 students and faculty. Experts from countries like the US, UK, Canada, Dubai, Malaysia, Singapore, and India participated. The document also includes numerous web links to recordings and materials from presentations given during the program.
The document promotes an advanced center for human resources and industry interface that organizes webinars to connect people from various leadership positions. It provides a proposal attachment for interested parties and welcomes 2021 as a new beginning. The center aims to design different paths and provide a vision for organizations through industry-institute interface.
This document provides a summary of an individual's professional experience and qualifications. It includes 23+ years of experience in teaching HR, HRM, and related fields at various business schools. He has guided 15 PhD students to completion and 11 M.Phil students. He has over 150 research papers published and has received several awards and honors for his work in academia and research.
The document discusses the need for greater industry-institute interaction to bridge the gap between what industry expects from students and their actual preparedness. It notes that while students are strong academically, industry wants students who are billable from day one and can stay relevant. A framework is needed for regular connection and knowledge-sharing between industry and academic institutes. Benefits of increased interaction include improved rankings, faculty development, and opportunities for students like internships, mentoring and projects. A plan is proposed for industry experts to give monthly online presentations to students, with the institute responsible for scheduling, promotion and student participation.
Dr. M M Bagali is a PhD supervisor who has supervised and awarded 14 PhDs and 1 MPhil between 2014-2019 at JAIN University in the area of management science. He has also examined 6 other university PhD works as an external examiner. Currently, he is a member of the Board of Studies for Management Science at Visvesvaraya Technological University where he mentors several PhD scholars and is involved in PhD related activities like finalizing guides and overseeing student progress.
This document lists 33 research publications by Dr. MM Bagali from 2010 onwards after receiving his PhD. The publications include journal articles published in various international journals on topics related to human resource management, organizational behavior, and management. Many of the publications focus on empirical research studies conducted in organizations in India, particularly related to issues like workplace stress, work-life balance, diversity, and training and development. The listings provide details on the title, journal name, year of publication, and links to access the full publications.
1. Dr. M M Bagali has two PhDs, one in Management from a 5-star NAAC university in India and one in Social Work-HR from another 5-star NAAC university in India.
2. Dr. Bagali has published over 90 research papers, with two winning awards as the best research paper and best case study.
3. Several endorsements praise Dr. Bagali's work on employee empowerment and its benefits for inspiring commitment, innovation, and initiative.
MM Bagali ....IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... MM Bagali ....IPL ..... miss you this time; come soon .....
MM Bagali / PhD in Management Science / PhD / Research / Management ..........dr m m bagali, phd in hr
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar was guided by MM Bagali and had an external expert, Mukta Kulkarni from IIMB. The document provides brief details about a recent PhD defense including the scholar, date, location, and those involved in the process.
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar's name was Kiran M and their guide was MM Bagali. An external expert, Mukta Kulkarni from IIMB, was also present for the defense.
APO - NPC - Higher Education Workshop / MM Bagali / India / 2017
MM Bagali HRM HRD HR OB OD Leadfership Bagali [Compatibility Mode]
1. Welcome to the Presentation
HRD Intervention in New
Venture Creation: Strategic Approach
Bagali,
Dr. M M Bagali
PhD in HR / Management
Dean / IASMS / India
sanbag@rediffmail.com / www.iasms.in
19 September 2009
2. HR is an asset
“you can get the workplace systems,
style of management, and organization
capital and erect building, but it takes
people to build a business”
Thomas J WATSON,
Founder of IBM
4. Business Today
• Collaborative cultures
• Intelligence through knowledge transfer
• Multidimensional Workforce
• Focus on Performance and Result
• Multi National Teams
• Employability and not Employment
5. HR Today
Organizations won’t pay for
the value of the job but for the value of the person
Positions will be organized in teams focused on a task, not
organized around a hierarchy
Positions will be defined by the competencies needed to be
performed
Employees will be increasingly measured by how much value
they contribute to the business, not by whether they fulfilled
predetermined objectives
6. Strategic Role of HR
Successful HR departments will focus on organizational management
HR will evolve from strategic business partnership to strategic business
leadership
Good people management can be the
strategic advantage
Leading change will become HR’s greatest contribution
HR will have a "seat at the table" as part of the top management
team
7. Paradigm thinking
• Are we working for global Organization ?
• Are we working with great place to work?
• Are we working for people centric organization?
• Are we working with break through HR practices ?
• Am I working with PCMM level organization ?
• Are we working with empowered people?
8. Strategic HR Model
The need for strategic HR
model
HR is crucial and empowerment
systems are important components
To look at the Renaissance
Strategies for Creating High
Performance Workforce
Thus, an enquiry into
various empowerment E M POWER M E N T
strategies and practices
em-pow-er-ment (im-pau [-] r-ment)
9. Theoretical and Conceptual framework
E M POWER M E N T
em-pow-er-ment (im-pau [-] r-ment)
Rosabeth Moss Kanter (1977)
Professor at Harvard Business School,
Ernest L. Arbuckle Professorship
“giving power to people who operate at an
advantage in the organization success”
Bowen and Lawler (1992)
Director, the Centre for Effective Organization,
Framework University of Southern California,
“Power to make decisions that
influence organizational direction and
performance”
10. the making of an powered workforce essentially, empowerment
• an environment where absolute
control is given up, allowing
everyone make decisions, set goals,
accomplish results and receive
empowerment@work:
rewards
• it liberates people from constraints
such as checking with the boss
before taking actions
• decision-making authority and
responsibility percolates from
managers to the employees at the
lowest rung, and to everyone, per se
11. @
empowerment@work
The
•The HR practices
•The leadership
The
•The culture
The
what we saw •The Traits , and the
The
•High performance work
High
systems
12. hr systems –
people centric practices
•Each is accountable for his actions and can’t
blame others;
workplace hr practices
•All information is open and shared;
Complete Freedom
Total Transparency •Each is boss in himself;
Keeping Faith
Complete Responsibility •Common rooms are shared;
Accountability for ones actions
Liberty to decide course of actions •Suggestions are given regularly and honestly;
Involvement / Participation
Transparent feedback •Each is responsible for his actions- whether
Individual, group or team;
Shared Responsibility
Delegated authority
•Management is open to ideas and more
No hidden Agenda information sharing;
Complete Autonomy
Power to take decisions •Every one can have own objectives, mission,
and goals;
13. employee traits
Open and Transparent
Positive Approach
No defined mind set
Empathy
Freedom to do work in one’s own way Free from Bias
institutional values
No Supervision/ Foreman
No Bureaucratic and Administrative
No scapegoat attitude
interference High Commitment
No Red-tapism Disciplined
Sharing Common Platform
Trusting each persons actions Trustworthy
Each one is encouraged Enjoys the work
No restrictions for new inventions
One can fail, no punishment
Loyal and Truthful
Suggestions are part of daily work
14. Don’t hold unto data
Informal Relations
Create Opportunity
Desired Future
•First ‘No’ RULE Power of Empowerment
discipline of empowerment
•Platform for Empowerment Define the Gains
•Workplace Culture Education
•Prioritise the area
Time to empower or not to
•Attitudinal Surveys
empower
•Accountability
•Define the Purpose
Can’t empower areas
•Open Door Policy and Don’t impose
Transparency empowerment
•Ownership Culture Fun at workplace
•Recognition
•Passionate workplace
•Psychological Empowerment
15. Endorsement on the Work
XLRI Editor,
when published in XLRI-Management and Labour Studies Journal
The article printed below is a truly extraordinary example of employee empowerment. The methods followed by the organisation
studied would be considered revolutionary anywhere in the world and even more so in India. Infact, one sometimes wonders how
the whole effort did not end in chaos. The company has apparently succeeded in developing a work force and a leadership almost
devoid of the foibles of most other humans. (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001,
pp.109-119)
David Ang, MSHRI
Executive Director,
Singapore Human Resources Institute, Singapore
A Talk to Senior Practising HR Managers of Singapore
The presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits of
employee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility to
inspire renewed commitment, innovation and initiative.
(19th Sep, 2003 / Through Personal Letter)
Executive Director,
Indian Journal of Training and Development, ISTD, India
The article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published during the year-2001.
Kindlly accept our Heartiest Congratulations.
(22July, 2002 / Through Personal Letter)
16. publications
Bagali, M M
“Empowerment: Creating strategies in managing HR for high performance”
Behavioral Scientist, Aug, 2(2), 2002,pp. 113-120
Bagali, M M
“Creating High Performance Workforce through Employee Empowerment: An Innovative HRD Approach”,
The Business Review,8(1&2), March 2002,pp. 104-111
(University of Kashmir, India)
Bagali, M M
“People centric Organisation-A Case of Empowered Employees”, Pratibimba, 2(1), Jan-June, 2002,pp.53-66
Bagali, M M
“Demystifying Empowered Culture: A Case of a practicing Organisation”, SAGE-Jl of Entrepreneurship, 11(1), Jan-June,
2002,pp. 33-54
Bagali, M M
“Creating HPWS through Employee Empowerment: The Case of Practising Organisation”, AMDISA – SAJM, 10(4), Oct,
2003,pp.50-57
Bagali, M M
“Creating A Winning Workforce Through Employee Empowerment: An Entrepreneurs Success Experiment in HR”,
Amity Business Review, 4(1), Jan-June 2003,pp.57-67 (Also presented at High Profiled Regional HR Practitioners under the
banner of SHRI-Singapore Human Resources Institute, at Singapore, 19 Sep, 2003)
17. Great pleasure being with u all today
thank you, all, very much
sanbag@rediffmail.com / www.iasms.in
18. hr research @ work: connecting hr
research to the practice
20. level
Organisational Level
National Level
State Level
District Level
20%
10%
60%
10%
20
21. ages hr research
before 1970 not significant
1970’s social security
1980’s welfare/ satisfaction
1990’s law and disputes/ir/tu
2000’s pmir,hrd,qwl
2001’s hr,hrm,shrm
2008 ?…p e o p l e
next ? 21
22. detailing hr's top concerns in 2008
576 top hr directors at fortune 200 firms,us
• skill level of the workforce
• managing change
• information technology
• quality of education
• work ethic, values and attitudes
• managing diversity
• improving productivity
• employee communications
• mnc / transnational
• retention
• reward practices
• aspirations 22
23. cont:
career management and mapping
hr as a profession
balanced scorecard
incentive systems
cultural diversity
hr issues in merger and acquisitions
esop
fun and joy at workplace
23
24. harvard business review
2005-09
leadership 14
change management 04
empowerment 06
shrm 08
decision making 02
♣Others
♣ Includes HR related areas 24
25. is hr research taken seriously
theory, theory, and theory
mnc / transnational / global
data validity and reliability
policy implications
too long time
reponses are not standard
macro level
hr return… roi
branding hr research
25
26. hr research as value creator
they should practice / implement it
annual general meetings
board meetings
restructure …. vision / mission / objective
patent
model development / proposal
go back and see what's happening
26
27. cont:
talk at the world conferences
have own web-site and post the results
network with professional organisations
nhrd; nipm; istd; hr in india; global hr group
collaborations
referred journals publish
cd prepare / case / sponsor to publish
centre for excellence in hr
27
28. hr gurus
wayne brockbank,
university of michigan, ross school of business
make hr a player in organizations, not a dumping ground for resumes and
exit interviews
rosabeth moss kanter,
harvard business school, graduate school of business administration
successful leaders at the top of their professions can apply their skills not
only to managing their own enterprises but also to helping solve the most
challenging national and global problems
28
29. vision of hr research-ers
hr research
should change from a
support paradigm
to a
value creation paradigm
29