Dr. Salvatore Falletta presented on Employee Engagement: Models, Methods & Madness to the SBODN community on Monday, September 12th 2011 at Citrix, a corporate sponsor to SBODN. Enjoy!
- SBODN Directors Jeff Richardson & Cherie Del Carlo
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
Every organization in the world is facing the issues of developing & retaining the talent. Talent Management is itself is the huge and ambiguous area in HR. Every CEO, HR professional have different understanding about Talent Management. It is like the story of blinds and elephant where each blind perceives the elephant differently. Talent Management is itself is a puzzle where you need to solve it with holistic but practical approach.
There are some research which shows that if organizations have solid talent management processes and practices, it has higher positive impact on the business.
Hence to understand Talent Management better following things are important to understand firsts,
1) What is talent?
2) What is the TM process?
3) When TM is effective?
4) What are the different TM models?
This presentation will give the answers of above...
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
Every organization in the world is facing the issues of developing & retaining the talent. Talent Management is itself is the huge and ambiguous area in HR. Every CEO, HR professional have different understanding about Talent Management. It is like the story of blinds and elephant where each blind perceives the elephant differently. Talent Management is itself is a puzzle where you need to solve it with holistic but practical approach.
There are some research which shows that if organizations have solid talent management processes and practices, it has higher positive impact on the business.
Hence to understand Talent Management better following things are important to understand firsts,
1) What is talent?
2) What is the TM process?
3) When TM is effective?
4) What are the different TM models?
This presentation will give the answers of above...
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
در این مقاله ضمن اشنائی مختصر با مدل هرمی اثر بخشی اموزش ( دکتر کرک پاتریک )
یکی از دوره های اموزشی ایمنی اجرا شده در پتروشیمی بندر امام با عنوان ایمنی در عملیات برشکاری با دستگاه اکسی استیلن ارزیابی اثر بخشی می گردد..
Models of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources.
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
Organization development and change are professional fields of social action and the areas of scientific enquiry. The practices of organization development and change covers a wide range of activities and functions. Various areas that illustrate organization development and change Management are, working in co-ordination and integration with the other individuals, such as, employees, colleagues, supervisors, leaders, managers and directors, bringing about structural changes and processes that may influence the job satisfaction of the individuals. The study of organization development and change Management have reports a broad range of areas that have been taken into account in this research paper. The main purpose of researching upon these areas is to find out how effectiveness can be brought about in the implementation of functions within the organization. Bringing about innovative changes and transformations and implementation of tasks and functions towards the development of the organization are the main objectives of the personnel.
Part 3 Diagnosing the Change (Due Week 4) Back to TopSelect a.docxherbertwilson5999
Part 3: Diagnosing the Change (Due Week 4)
Back to Top
Select a Diagnostic Model (see Chapter Five) that you utilize to review aspects of change activities and actions that have been taken by the companies chosen. Here we are looking at the “parts” of the companies as well as their strategies, as surmised by your research in Part 1. It is acknowledged that this information will not be complete, as you are looking at these companies as an outsider; but a thoroughly researched paper will give enough data to allow some (well-defended) assumptions on your part.
Here’s what to do:
1. Choose one Diagnostic Model (i.e. 6-box, 7S, congruence, or etc.) to apply to the two chosen companies. Choose the model which you feel best identifies and measures the relevant aspects of the organization’s performance and therefore the diagnostic choices made will affect your findings.
2. Apply the data obtained in your research through an analysis of the appropriate chosen model. This will allow you to create a diagnosis of where each company is today (as per the criteria of the model).
3. Create a SWOT Analysis for each of the two chosen companies change plans/programs, utilizing information obtained in the diagnosis. (Strengths, Weaknesses, Opportunities, Threats.)
4. Compare the two company analyses to each other and offer your perspective (value judgment) of the effectiveness of the changes made to date in each case.
5. Identify potential areas of resistance that may occur and at least one strategy to respond to each. (This will most likely come from your Weaknesses/Threats section of your SWOT. If not, take another look at your SWOT.)
6. Write your paper including each of the above sections, and analyses
Grading rubric for paper #3 – Diagnosing the Change:
Item
Total points
A comprehensive review of the Change Diagnostic model chosen that details the components included as well as some background about the model itself through research from the author(s).
20
Your rationale defending why you chose that particular model. You can utilize a review of internal/external pressures that have affected the companies chosen.
20
A SWOT analysis that you created based on the above.
20
Potential areas of resistance that were encountered or that you anticipate may be encountered and possible actions to minimize the negative effects of such resistance.
20
Recommendations for further actions within the organizations and the rationale chosen for these recommendations.
20
Use of 4 new references, properly cited.
10
Total Points
110
The Six-Box Organizational Model
Marvin Weisbord proposed one of the earliest diagnostic models, one that he describes as the result of “my efforts to combine bits of data, theories, research, and hunches into a working tool that anyone can use.”5 His model is based on six variables (see Figure 5.1):
Purposes: What business are we in?
Structure: How do we divide up the work?
Rewards: Do all tasks h.
Scientific Theory of Management in a Small Organization .docxkenjordan97598
Scientific Theory of Management in a Small Organization
Giannantonio and Hurley- Hanson in their article titled “Fredrick Winslow Taylor: Reflections on the relevance of the principles of scientific management 100 years later” point out that Taylor in his work, “The principles of scientific management”, presented the necessity and procedures of studying an employees’ work in a scientific manner to increase the efficiency of both the employee and the organization (Giannantonio & Hurley- Hanson, 2011). Over one hundred years later, Taylor’s contribution remains relevant in the management of smaller enterprises.
Scientific theory calls for efficiency which is a major concern for small organizations to become successful. Salimath and Jones III (2011) point out that scientific management helps organizational management to evaluate the internal and external factors leading to efficient operation within a large organization. Nevertheless, the researchers posit that scientific management is applicable to small and medium organizations. Hence, it is possible for small and medium enterprises to experience the benefits of efficiency as contained in the theory. Salimath and Jones III note that the theory advocates for the scientific management of employee affairs including scientific recruitment and training. This may result in cooperation between employees and management leading to efficient implementation of scientific procedures in the accomplishment of tasks within an enterprise. Bell and Martin (2012) suggest that McDonald’s employs scientific management for process efficiency especially in the assembling process of the McDonald’s hamburger. Ford motors applies scientific theory in assigning individual staffs to tasks they are more qualified so as to achieve higher productivity (Degan, 2011). This principle was advocated for by Taylor as a method of attaining productivity.
Response to Critics of Scientific Management
Marshal in his theory points out that scientific theory is not flexible and makes employees to operate like machines because of specialization and division of labor. Marshal suggests the need to allow creativity and freedom at work place to become efficient from an economic point of view (Caldari, 2007). However, Marshal values the importance of mankind in production processes than production itself as he fails to point out the potential shortcomings of scientific management on efficiency and employee welfare. Caldari (2007) suggests that it is in this effect that scientific management does not advocate for the immediate application of imaginations and the need for creativity at place of work. However, both Marshal and Taylor agree that division of labor is essential for all organizations, implying that an integration of both theories can result in higher production.
References
Bell, R. L., & Martin, J. S. (2012). The relevance of scientific management and equity theory in everyday man.
RESEARCH PROPOSAL MBA-HUMAN RESOURCE MANAGEMENT1. Project (re.docxronak56
RESEARCH PROPOSAL: MBA-HUMAN RESOURCE MANAGEMENT
1. Project (research topic) title
The title of this proposal is: "Effectiveness of Reward System and Appraisals System in increasing the Retention and Productivity of employees in Retail Sector"
2. Project (research topic) summary
In no more than 100 words, intelligible to a reader who is not a specialist in this field, summarize the aims, significance and expected outcomes of your proposed research.
Project summary:
Organizations and the business sectors use the system of appraisal to gauge the performance of the various employees. Moreover, rewarding of well-performing employees is a motivation to the employees. This project aims a studying the effective systems of appraisal and rewarding in the retail business. Effective appraisal systems ensure that there is progress in the organization. Effective appraisal systems are appreciated by the employees and are the basis of retaining good performing employees. The proposal aims at providing an understanding effectiveness of systems of rewarding and appraisal to the performance and retention of the employees.
3. Project (research topic) details
3.1 Introductory background
The human resource department plays an important role in ensuring that all units of a business are integrated. They do this by employee management; performing appraisals and rewarding of well-performing employees. Rewards appraisal is significant in raising the employee motivation and levels of performances (Hendry, 2012).
3.2 Research questions
The research question aims to answer the effects of rewarding and appraisal system in the business. The research questions include:
· What is the system of rewarding in the business?
· How is the appraisal system of the business like?
· The effects of the appraisal and rewarding system on the employees
· How do the employees react to the system of appraisal?
Hypothesis
H0: Effective appraisal and rewarding systems in a retail organization lead to employee retention in the retail organization.
H1: Effective appraisal and rewarding systems in a retail organization lead to increased employee productivity in the retail organization.
3.3 Aims/Objectives of the project
The following are the objects of the research.
· To have an understanding of the significance of the systems of appraisal and rewarding in the retail sector.
· To have an understanding of the impact of rewarding and appraisal system on employee productivity.
· To have an understanding of the employees the systems used to appraise and reward employees for their retention.
· To understand the importance of reward and appraisal systems in the retail organization.
· To understand the extent of employee retention through effective reward and appraisal system.
· To understand the increase in productivity that is related to reward and appraisal system.
3.4 Significance/Contribution to the discipline
In the organizations, the rewarding and appraisal systems hav ...
CHAPTER SIXNeeds Assessment A Lighthouse BeaconCatherine M. .docxmccormicknadine86
CHAPTER SIX
Needs Assessment: A Lighthouse Beacon*
Catherine M. Sleezer
Darlene Russ-Eft
Those who captain ships at sea rely on a lighthouse beacon to mark a safe path to the journey’s end. The bright, flashing light mounted on a tall tower that is visible over the horizon also reveals underwater areas that are too risky, too shallow, or too dangerous for safe passage. The lighthouse beacon for human learning, training, and performance improvement initiatives—whether labeled as needs analysis, needs assessment, or some other term—is a type of evaluation that lights the path for completing an initiative and reveals places that are too risky, dangerous, or shallow for safe passage. Such analysis takes more time and planning than simply moving forward to implement solutions; it does, however, avoid costly mistakes and greatly increases the likelihood of an initiative’s success.
Indeed, evaluation expertise applied at the beginning of a project to assess needs (predictive analysis) may provide a higher return on investment than the evaluation expertise that is applied after a project is completed (summative evaluation) (Bahlis, 2008; Sleezer, 1990). Such analysis can link learning and performance improvement expertise to an organization’s strategic needs, its mission and goals, and the perceived issues. For a useful visual of this linkage, see the Pershing Performance Analysis Model (Haig & Addison, 2008).
In this chapter, we set the stage by first defining the term needs assessment and describing some needs assessment models and approaches. Then we discuss evaluation standards and principles that are especially important when planning, implementing, or evaluating a needs assessment, and we show how the standards and principles can be applied.
WHAT IS NEEDS ASSESSMENT?
Needs assessment is a diagnostic process for determining the important learning and performance needs in the situation and how to best address them. A “need” is the gap between the current condition and the desired condition. The indicators that a needs assessment should be implemented include dissatisfaction and growing concerns with a current learning, training, or performance situation; a sense that there are gaps in accomplishments, processes, or capacity; and the willingness to expend resources to improve the situation. Sometimes, a needs assessment targets a subset of gaps (for example, critical incident analysis, audience analysis, technology analysis, situational analysis, media analysis, and cost analysis).
Needs assessments are implemented in situations that are dynamic, where some information is unknown and where key players may disagree about the information that is known. Moreover, a needs assessment either supports or challenges the current power structure. In such situations, sound evaluation practices keep a needs assessment grounded and assure the integrity of the process and results.
Implementing a needs assessment involves data collection and analysis and collabo ...
REPLY 1Organization culture is the trademark and the unmi.docxcarlt4
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
Running head PAPSYLL Culture Analysis Paper2.docxtoltonkendal
Running head: PAPSYLL Culture Analysis Paper 2
Papsyl
NAME
CLASS
DATE
Introduction
Today world of business is characterized by rapid technological dynamism that intensifies regarding self-changing values and competition. An organization can only remain competitive if they are ready to embrace dynamism. Therefore, there is a need to embrace regular interaction of knowledge and organizational learning (Schein, 2010). Therefore, any organization prevailing organizational structure is critical to the business success. The organization culture to be researched is an IT company called Papsyl that deals with the production of both hardware and software.
Literature review
The organizational culture is based on individual and organizational learning which is based on knowledge psychology (Schein, 2010). Psychology argues that there are two types of knowledge namely procedural and declarative. The declarative refers to an object that is things and persons, and facts such as processes and issues. On the other hand, procedural knowledge involves cognitive actions and processes. Moreover, declarative knowledge can be described as “knowledge of something”’ and is regarded as expertise or process knowledge.
Procedural learning involved mostly in the organization culture includes the stimuli perception and appropriate behavior initiation. The analytical process of prior experience is referred to as contextual placement is emphasized in organization culture (Schein, 2010). On the other hand, there is there is declarative learning that involves the development of cognitive association or behavioral guidelines. However, there is needed to be careful when interpreting the dichotomy. Both types of knowledge and level of learning, there is analogies comparison between organizations and humans that indicates the organizational culture and procedural elements as organizations declarative element. The analogies are based on some assumptions.
· People utilize procedural knowledge in the interaction of environment through their action and reaction. In comparison, firms use appropriate structures (processes, procedures) in the generation of activities that interacts with the environment.
· Primarily, declarative knowledge is the initiation point before procedural knowledge and subsequent actions undertaken by people in the organization. Correspondingly, organization culture is described as the organization declarative knowledge because it provides the guidelines and the meaning for the behavioral patterns assumed by the organization employees.
Consequently, human learning and organizational process assume comparable phases where any organizational structure changes are regarded as procedural learning while culture change is regarded as declarative learning. However, it is possible for a specific learning process to assume a prominent role in the environment people interact. Ostensibly, the individual learning process is the preliminary point i ...
Like everyone else, we are prone to see the approaching new year as an opportunity to reflect and make promises to be better yet. But the pressure is even greater for us, since our whole field is about eflection and change! So whether you are a novice trying to get started, an accomplished consultant hoping to expand your work, or a seasoned practitioner seeking the capstone to a long career, let's take the time to look at how we all can advance our practice.
Building on 35 years of experience with hundreds of client engagements, Jerry Talley will suggest some of the road maps we all can use to move along in our journey to becoming the consultant we want to be. We will (1) enumerate the elements of a successful consulting practice, (2) define the essential activity that distinguishes consulting from simple expertise, (3) map out the whole field of OD, and (4) identify the typical areas and patterns for professional development. In short, figure out where you are...and where you could be in 2013.
Bio: Jerry L. Talley was one of the founders of SBODN in 1987. His 35 years of consulting has spanned over 350 engagements with clients from public sector, for profit, and not-for-profit ventures. He has worked in high-tech, manufacturing, hospitality, pharmaceuticals, publishing, entertainment and broadcasting, the military, health care, public utilities, construction, aerospace, higher education, banking and finance, foods, and major consulting houses.
Jerry also runs a small group for aspiring consultants hoping to raise the quality and quantity of their practice.
Prior to starting his consulting practice, he taught for 18 years at Stanford University (the source of his PhD). He also had a practice as a licensed Marriage and Family Therapist.
Silicon Valley Managers and HR / OD professionals are as knowledgeable as anyone about working with highly analytical, technology-centered organizations. Technical teams need care and feeding to work well under the pressure of accelerating demands. At the same time, their members are not always receptive to efforts to engage them, impart leadership skills, or embed a customer-focused culture.
On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.
Foster the intuitive zone, access wisdom on purpose, be powerfully inspired, and allow an inner knowing for you and your client. Decisions don’t need to be made but become known as natural next steps.
Bio: Rossella Derickson, principal of www.Corporate-Wisdom.com, has translated her business and organizational experience into Wisdom in the Workplace, consulting, training and coaching modules that support healthy group and company dynamics.
Foster the intuitive zone, access wisdom on purpose, be powerfully inspired, and allow an inner knowing for you and your client. Decisions don’t need to be made but become known as natural next steps.
The greatest advances in man’s understanding of the universe are made by intuitive leaps at the frontiers of knowledge, not by intellectual walks along well traveled paths - Andrew Weil, M.D.
Bio: Rossella Derickson, principal of www.Corporate-Wisdom.com, has translated her business and organizational experience into Wisdom in the Workplace, consulting, training and coaching modules that support healthy group and company dynamics.
Chief Conversation Officer? This panel will explore ways in which social technologies yield opportunities for organizations to improve collaboration, strengthen relationships across teams, make boundaries more porous and foster the kind of innovation needed now more than ever on the global landscape. We\'ll ask our panelists to speak about results that can be tied to the bottom line, new leadership styles, and what transparency and authenticity look like from within organizations, two key tenants of the brave new Web 2.0 world. The ensuing dialogue will offer glimpses into how OD practitioners and HR business partners can leverage these new organizing principles to their advantage.
Tangling and Taming the Abrasive Leader: Ending Unnecessary Roughness and Achieving Balance at Work
There are many abrasive managers and leaders in organizations that impact employee job satisfaction and retention. The common tools and activities employed by HR professionals, consultants and coaches are often not effective. The usual response is to tolerate the abrasive leader’s behavior or conduct because they are typically productive. The alternative is to terminate them.
Neither solution enhances workplace productivity or organizational climate.
Marcia Daszko is a Catalyst for Transformative Change. For almost 20 years, she has passionately been guiding strategic innovation and transformation from Fortune 500 corporations like Apple, Blue Shield, Boeing, Dow Chemical, HP, and Pepsi to private companies, school districts, government agencies and non-profits. Marcia facilitates new thinking that ignites new beliefs and actions with leaders at any level.
Organizational Intelligence Surveys: Models, Methods & Madness by Dr. Salvatore Falletta
1. Measuring Employee Engagement Madness, Models, & Methods Dr. Salvatore Falletta Associate Professor and Director Human Resource Development Drexel University
13. Nadler and Tushman define congruence as the degree to which needs, demands, goals, objectives, and/or structures of one construct of the model (e.g., the system inputs) are consistent or fit with the needs, demands, goals, objectives, and/or structures of another construct of the model (e.g., outputs). In diagnosing an organization through the use of this model, paired comparisons of constructs in the model are performed. Nadler & Tushman’s Congruence Model (1980)
14. Although fundamentally similar to the Nadler and Tushman notion of congruence, in Tichy’s framework there are only three primary variables to consider: (1) the technical (e.g., production methods, resources, organizational design, management systems), (2) the political (e.g., power, decision-making, senior leadership, union relations), and the (3) cultural (e.g., normative glue, values, beliefs, history, communication) dynamics of the organization. The prescribed networks (i.e., the formal organization) have to do with the designed social structure of the organization, such as the organization of departments and the communication and authority networks. Emergent networks , refers to the structures and processes in the organization which emerge informally. Tichy’s Technical, Political, and Cultural Model (1983)
15. Burke and Litwin do not place an emphasis on diagnosing system congruence or alignment. Instead, they emphasize the importance of the interrelationships (or drivers) among the variables in the model, and how these predict behavior and affect change. Burke-Litwin Model (1992 )
16. The Organizational Intelligence Model™ depicted on the left serves as an useful framework to facilitate the design and interpretation of most employee and organizational survey efforts. This model includes 11 factors or variables that impact employee engagement and organizational performance and defines important factors and relationships to consider during HR strategic planning and organizational change initiatives . Organizational Intelligence Model (Falletta, 2008 )
17. Factor Descriptions: Organizational Intelligence Model Environmental Inputs The outside conditions or situations that affect the company/organization (e.g., Sarbanes-Oxley, government policy, competitive intelligence, customer feedback, the economy, corporate social responsibilities). Strategy The means by which the company/organization intends on achieving its overall mission and goals. Leadership The most senior level of executives and managers in the company/organization. Culture The underlying values, beliefs and norms that drive team and organizational behavior. Structure & Adaptability The structure is how the company/organization is designed (i.e., levels, roles, decision rights, responsibilities and accountabilities) to execute on the strategy. Whereas, adaptability refers to the extent to which the company/organization is ready and able to change. Information & Technology The business systems, practices, and capabilities that facilitate and reinforce people’s work (e.g., IT infrastructure, communication, knowledge sharing). Direct Manager The relative quality and effectiveness of your immediate manager or supervisor. Measures & Rewards Measures refer to the ways in which individual and team performance and accomplishments are measured and managed. Rewards are the monetary and non-monetary incentives that reinforce people's behavior and actions, including advancement and promotion. Growth & Development The practices, resources, and opportunities available for employee skill development and enhancement, including development planning, training and learning, and stretch assignments. Employee Engagement E mployee engagement involves the cognitive, emotional and behavioral relationship employees have with their jobs and organizations, and effort and enthusiasm they put into their daily work (i.e., the extent to which employees contribute their discretionary energy and effort on behalf of the organizations they serve). Performance Outputs The outcomes and indicators of individual and organizational achievement and results.
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22. SURVEY REPORTING The percent favorable, neutral, and unfavorable groupings are artificial and largely for the sake of simplicity Ensure that you examine the full range of the distribution Don’t forget the “neutral” score
30. ABOUT THE SPEAKER Dr. Salvatore Falletta has over 20 years experience in human resources, workplace learning and performance, human capital management and organization development. Sal is Associate Professor and Program Director for Human Resource Development (HRD) at Drexel University. He is also the Founder and Chairperson for Leadersphere, Inc – a HR intelligence consulting firm that specializes in employee and organizational surveys, 360 degree feedback systems, measurement and evaluation processes, general HR strategy, employee engagement, and OD consulting. Prior to Drexel and Leadersphere, Sal was Vice President and Chief HR Officer for a Fortune 1000 company based in the Silicon Valley, California and has held management and consulting positions in human resources at several best-in-class companies, including Nortel Networks, Alltel, Intel Corporation, SAP AG, and Sun Microsystems. While at Intel, Sal managed the global employee survey program, performed leadership development needs assessments and organizational behavior research studies, and participated in corporate HR strategy efforts. He also led the training measurement and evaluation function at Nortel Network’s Technical Education Centers. Sal is an accomplished speaker, researcher, and author. He frequently presents at conferences and seminars and has co-authored the Targeted Evaluation Process (ASTD Press, 2000), and several other book chapters and articles including a recent feature article on “Organizational Intelligence Surveys” for Training & Development (June 2008). He is currently writing a book HR Intelligentsia: An Oasis for Science and Reason (forthcoming). Sal holds a doctoral degree with a specialization in human resource development and organizational behavior from North Carolina State University. He can be reached at [email_address] or 916-213-8773.