Organizational Velocity
•Download as PPTX, PDF•
0 likes•222 views
The document discusses elements of meaningful organizational velocity. It notes that setting a proper course initially is more important than speed, and that harmonizing conflicting organizational interests is key to overcoming inertia. It also emphasizes placing value on individual and team relationships, as these ties hold the organization together. Finally, it states that meaningful organizational velocity relates to the desirability of the destination, the degree of diversity within the organization, and the strength of relationships, and that the greater these factors, the greater the organizational velocity will be.
Report
Share
Report
Share
Recommended
Methodology for sustainability strategic planning and management
The document discusses methodology for strategic sustainability planning and management using a Balanced Scorecard approach. It describes the Balanced Scorecard and how it can be adapted into a Sustainable Balanced Scorecard to ensure strategies are economically, environmentally and socially responsible. A 9-step process is outlined for developing and implementing a Sustainable Balanced Scorecard, including defining the enterprise mission and values, analyzing stakeholders, setting strategies and targets, implementation, and monitoring progress. The goal is to identify and improve all functions of an organization while increasing shareholder value and fulfilling social and environmental responsibilities.
Presentation
The document discusses performance management systems (PMS) and their role in organizations. A PMS connects an organization's strategic plan to individual performance, providing an annual plan-do-check-act mechanism to collect data on performance, development opportunities, and talent inventory. This helps drive differentiation in rewards and performance-based increments. A PMS also provides inputs for the next performance cycle. Effective PMS elements include consistency across the organization, strong linkage to strategy and individual performance, and acting as a development tool that is integrated into organizational processes and culture.
Strategy, organization design and Effectiveness
This document discusses various aspects of organizational strategy and effectiveness. It begins by defining strategy and the different levels of strategy - corporate, business, and functional. It then covers organizational design elements like work specialization, departmentalization, chain of command and Miles and Snow's strategic types. Finally, it discusses approaches to measuring organizational effectiveness like the goal, internal process, system resource and strategic approaches.
Niharika srivastava uh13027
This document discusses trends in change management for IT transformation projects. It covers objectives of IT transformations like increasing ROI and optimizing costs. The stages of the transformation cycle are presented, including reducing costs, charging back IT costs, and managing change. Frameworks for change management and assessing readiness for change are also summarized. The document concludes with best practices for change management from companies like Accenture and Wipro.
Organization Design PPT
Organization design involves identifying dysfunctional aspects of an organization's structure and realigning them to better achieve goals and objectives. It determines how work is specialized and divided among positions, how authority and responsibility are delegated through the chain of command, and the appropriate span of control for managers. Key elements of organization design include departmentalization, centralization vs decentralization of decision-making, and the level of formalization or standardization of jobs and rules. Common organization designs are functional, divisional, matrix, and team-based structures. The optimal design depends on factors like the organization's size, goals, environment, and business model.
Management chapter 04
This chapter discusses the importance of planning as a management tool. It defines planning as a systematic process of setting goals and objectives, determining activities and resources needed to achieve them. The chapter outlines different facets of planning including goals, objectives, plans, policies, procedures, strategies, tasks, resources, programs and budgets. It also discusses types of planning like short, medium and long term planning, and levels of planning from strategic to operational. Tools for planning like SWOT analysis and BCG matrix are explained. Management by objectives as a planning technique is also introduced.
Strategy implementation
Organizational structure coordinates strategy implementation by motivating performance and allocating resources. Structure involves differentiation, like dividing tasks into functions and divisions, and integration, coordinating people across functions. More differentiation and integration increase complexity and bureaucratic costs. Structure should follow strategy, with the level of centralization or decentralization matching the strategic needs. Organizational culture and reward systems must also support the chosen strategy for effective implementation.
Strategic implementation (chapter 9) pp
This chapter discusses organizing for strategy implementation, including developing programs, budgets, procedures, and structures to achieve synergy. It covers organizing structures like functional, divisional, and matrix structures that follow strategy. These structures evolve through a corporate life cycle and stages of development. The chapter also addresses international issues like the strategic approach to international development and the balance of centralization vs. decentralization.
Recommended
Methodology for sustainability strategic planning and management
The document discusses methodology for strategic sustainability planning and management using a Balanced Scorecard approach. It describes the Balanced Scorecard and how it can be adapted into a Sustainable Balanced Scorecard to ensure strategies are economically, environmentally and socially responsible. A 9-step process is outlined for developing and implementing a Sustainable Balanced Scorecard, including defining the enterprise mission and values, analyzing stakeholders, setting strategies and targets, implementation, and monitoring progress. The goal is to identify and improve all functions of an organization while increasing shareholder value and fulfilling social and environmental responsibilities.
Presentation
The document discusses performance management systems (PMS) and their role in organizations. A PMS connects an organization's strategic plan to individual performance, providing an annual plan-do-check-act mechanism to collect data on performance, development opportunities, and talent inventory. This helps drive differentiation in rewards and performance-based increments. A PMS also provides inputs for the next performance cycle. Effective PMS elements include consistency across the organization, strong linkage to strategy and individual performance, and acting as a development tool that is integrated into organizational processes and culture.
Strategy, organization design and Effectiveness
This document discusses various aspects of organizational strategy and effectiveness. It begins by defining strategy and the different levels of strategy - corporate, business, and functional. It then covers organizational design elements like work specialization, departmentalization, chain of command and Miles and Snow's strategic types. Finally, it discusses approaches to measuring organizational effectiveness like the goal, internal process, system resource and strategic approaches.
Niharika srivastava uh13027
This document discusses trends in change management for IT transformation projects. It covers objectives of IT transformations like increasing ROI and optimizing costs. The stages of the transformation cycle are presented, including reducing costs, charging back IT costs, and managing change. Frameworks for change management and assessing readiness for change are also summarized. The document concludes with best practices for change management from companies like Accenture and Wipro.
Organization Design PPT
Organization design involves identifying dysfunctional aspects of an organization's structure and realigning them to better achieve goals and objectives. It determines how work is specialized and divided among positions, how authority and responsibility are delegated through the chain of command, and the appropriate span of control for managers. Key elements of organization design include departmentalization, centralization vs decentralization of decision-making, and the level of formalization or standardization of jobs and rules. Common organization designs are functional, divisional, matrix, and team-based structures. The optimal design depends on factors like the organization's size, goals, environment, and business model.
Management chapter 04
This chapter discusses the importance of planning as a management tool. It defines planning as a systematic process of setting goals and objectives, determining activities and resources needed to achieve them. The chapter outlines different facets of planning including goals, objectives, plans, policies, procedures, strategies, tasks, resources, programs and budgets. It also discusses types of planning like short, medium and long term planning, and levels of planning from strategic to operational. Tools for planning like SWOT analysis and BCG matrix are explained. Management by objectives as a planning technique is also introduced.
Strategy implementation
Organizational structure coordinates strategy implementation by motivating performance and allocating resources. Structure involves differentiation, like dividing tasks into functions and divisions, and integration, coordinating people across functions. More differentiation and integration increase complexity and bureaucratic costs. Structure should follow strategy, with the level of centralization or decentralization matching the strategic needs. Organizational culture and reward systems must also support the chosen strategy for effective implementation.
Strategic implementation (chapter 9) pp
This chapter discusses organizing for strategy implementation, including developing programs, budgets, procedures, and structures to achieve synergy. It covers organizing structures like functional, divisional, and matrix structures that follow strategy. These structures evolve through a corporate life cycle and stages of development. The chapter also addresses international issues like the strategic approach to international development and the balance of centralization vs. decentralization.
Mckinsey’s 7 s model by Harshit
The document discusses the McKinsey 7S framework, which is a management model that describes 7 factors to organize a company effectively: strategy, structure, systems, shared values, skills, staff, and style. It was first mentioned in a 1981 book and developed by McKinsey consultants. The model asserts that all seven factors are interdependent and managers must consider all factors simultaneously to successfully implement strategies. The document provides definitions for each of the 7 factors and notes some limitations of the framework.
Management chapter 06
This document discusses organizational effectiveness and the factors that contribute to it. It defines organizational effectiveness as an organization's ability to maximize performance within its competitive environment. Organizational culture and life cycle stages impact effectiveness. Culture is shaped by values and external/internal integration challenges. Life cycle stages include entrepreneurial, collectivity, formalization, elaboration, and decline. Measuring effectiveness involves comparing an organization's current and desired states based on goals. High performance organizations exhibit clear vision, cohesive leadership, crisp decision-making, value-adding processes, talent, meritocracy, quality customer focus, frontline support, performance culture, and capacity for change.
Managing strategic change
This document provides a framework for managing strategic change including diagnosing the type and context of change, analyzing forces for and against change, and identifying levers to manage change. It outlines four types of strategic change: adaptation, evolution, revolution, and reconstruction. The context of change is determined by factors like time, scope, preservation needs, diversity, capability, capacity, readiness, and power. Change is managed through styles like education, collaboration, and direction played by roles of change agents and strategic leadership. Levers for managing change involve structure, routines, symbols, politics, communication, and tactics.
Management chapter 01
The document discusses key concepts in management including the importance of organizations in modern societies, the difference between efficiency and effectiveness, the generic functions of management (planning, organizing, leading, controlling), managerial roles and skills. It provides an overview of management principles and processes.
Management[1]
The document discusses various management topics including leadership styles, organizational structures, motivation theories, decision making processes, planning, and control. It defines management approaches like functional, divisional, and matrix organizational structures and compares their advantages and disadvantages. It also outlines concepts such as Maslow's hierarchy of needs, Herzberg's two-factor theory of motivation, and steps in decision making, planning, and control.
Organizational architecture
The organizational architecture describes the systems, roles, processes, and reporting lines that exist within an organization. It involves defining roles, processes for inputs and outputs, and formal reporting lines for management. Successful organizational architecture considers seven factors according to McKinsey's 7-S model: strategy, structure, systems, staff, style, skills, and shared values. Organizational structures can be vertically differentiated with a pyramid-like top-down structure defining clear roles from top leadership to middle management to employees, or structures can be flat with less hierarchy.
The Empowerment
The document discusses empowerment and its constructs. It defines empowerment as a process that enhances an individual's self-efficacy beliefs. Empowerment can be viewed as delegating authority to subordinates or enabling them intrinsically. Context factors like organizational changes, leadership style, and job design can lead to feelings of powerlessness in employees. Empowering leadership practices involve expressing confidence in subordinates, fostering participation in decisions, providing autonomy, and setting meaningful goals.
Organizing
The document discusses different approaches to organizational structure. It defines organizing and key terms like functional structure, divisional structure, matrix structure, teams structure, and networking. The main organizational structures discussed are functional (grouping by skills), divisional (grouping by products, geography, customers), matrix (dual reporting relationships), and teams. The document explains the advantages and disadvantages of each approach.
Organizing
The dynamic organizational environment has lead to significant structural changes in order to remain in business and gain the competitive edge. In addition, new technological developments is influence much of the change, certainly in the offering of quick and reliable customer service. The topic of organizing is very relevant as a managerial function. This presentation is aimed at:
Defining the concept of organizing.
Describing the various types of organizational structure.
Explaining the connection between structure and strategy
Objectives and setting objectives
The document discusses objectives and setting objectives for organizations. It defines objectives as the ends an organization seeks to achieve through its operations. Objectives should be specific and measurable commitments to achieve results within a time frame. When setting objectives, they should be clear, measurable, attainable, time-bound, and accepted by employees. Objectives provide organizations with legitimacy, direction, motivation, coordination and uniqueness. The document outlines characteristics, importance, guidelines and benefits of setting objectives, as well as potential limitations.
Chap08
The document discusses key aspects of organizational design including:
1) The three main components of organizational design are organizational structure, integrating mechanisms, and locus of decision making.
2) The four main types of organizational structure are functional, divisional, matrix, and network, each appropriate under different strategic conditions.
3) Factors like interdependence affect the need for coordination, which can be managed through integrating mechanisms like information systems and committees.
4) The locus of decision making can be centralized or decentralized, with each approach fitting different environmental conditions.
Strategic implementation - strategic management - Manu Melwin Joy
The document discusses strategic management concepts including the McKinsey 7s model, strategic leadership, portfolio analysis tools like the BCG matrix and GEC model, strategic control, and strategy evaluation. It provides details on each element of the McKinsey 7s model. It also explains the key components of strategic leadership, different types of strategic control like premise and implementation control, and the strategic evaluation process of setting standards, measuring performance, analyzing variances, and taking corrective actions.
Ism 2012 (sec-b)
McKinsey's 7S Framework adds four additional factors - style, staff, skills, and shared goals - to the traditional three factors of organizational framework: strategy, structure, and systems. The 7S approach uses these seven factors to evaluate organizations and identify improvements in key areas to strengthen leadership. Each of the seven factors - strategy, structure, systems, style, staff, skills, and shared goals - are important to consider when planning and implementing organizational change to ensure sustainability. McKinsey's 7S model can be used to scan an organization, identify gaps, and evaluate structures to pinpoint specific changes needed across the seven factors for the organization to succeed.
Strategic Implementation
The document discusses various aspects of organizational structure and design, including vertical and horizontal differentiation, organizational hierarchy choices like flat versus tall structures, and common structural types like functional, divisional, matrix, and network structures. It also covers stages of corporate development from simple to functional to divisional structures. Key considerations for structure include leadership, human resources, culture, communication, and information and control systems.
Process re engineering - process interventions - Organizational Change and ...
Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality.
In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer.
Title page
This orientation report discusses how an organization's orientation influences its strategy implementation and performance. Orientation refers to the collective behaviors of employees that impact how a strategy is implemented, how an organization interacts with its environment, and how it adapts to changes. The connection between market orientation, executing a strategy, and achieving results remains strong across different business environments.
CBSA's New Organizational Structure
The CBSA is implementing a new organizational structure and management model to better address changing realities. The new structure focuses on program delivery through branches dedicated to programs, operations, technology, and support services. It aims to streamline decision-making, clarify roles, and improve consistency in service delivery across Canada and abroad. The changes are meant to improve coordination, reduce overlap and complexity, and position the agency for future challenges.
A brief study on strategy implementation
Strategy implementation involves translating strategic plans into organizational actions to achieve goals. The process includes management activities that put the strategy into motion, monitor progress, and accomplish objectives. Successful strategy implementation frameworks embed the strategy in all aspects of the organization, deliver a strategy all managers and stakeholders understand and agree on, validate the strategy internally and externally, communicate the strategy to facilitate long-term planning, monitor the strategy early to address issues, and engage the workforce to efficiently enact the strategic plan.
SHRM
Strategic human resource management involves aligning how people are managed with an organization's mission and objectives. The strategic management process determines what needs to be done over 3-5 years to achieve corporate objectives by examining the organization, competitive environment, and establishing an optimal fit. It involves reviewing and revising the strategic plan which includes establishing a mission statement, analyzing the environment and organization, setting goals and objectives.
Wells fargo strategy deck
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Case analysis of wells fargo corporation
Wells Fargo announced in July 2009 that it was expanding into securities businesses like merger advice, stock and bond underwriting, and fixed-income trading. Wells Fargo has over 6,700 bank branches across the US and is a large residential mortgage lender. The presentation discusses whether Wells Fargo should strengthen its retail presence, grow internationally, or move into the void left by disappearing investment banks. It provides an overview of Wells Fargo's current situation, including its large asset size and workforce. A SWOT analysis identifies strengths like size and reputation, and weaknesses like lack of international presence. The presentation analyzes Wells Fargo's customer segments and strategies for financing future acquisitions and growth.
Final Wells Fargo Presentation
This document outlines a promotion campaign for Wells Fargo Bank to target college students and recent graduates. The campaign's objectives are to increase foot traffic by distributing scratch cards for a chance to win prizes and to receive over 24,000 additional customer visits. The strategies target college seniors graduating soon, those taking out loans for cars or homes, and current customers. Tactics include direct mail, scratch tickets inserted in bills, a street team on campuses, and digital marketing. Prizes include a Toyota Prius, TVs, gift cards, and financial incentives like fee waivers. Tracking and measurements of media sources will evaluate the promotion's success.
More Related Content
What's hot
Mckinsey’s 7 s model by Harshit
The document discusses the McKinsey 7S framework, which is a management model that describes 7 factors to organize a company effectively: strategy, structure, systems, shared values, skills, staff, and style. It was first mentioned in a 1981 book and developed by McKinsey consultants. The model asserts that all seven factors are interdependent and managers must consider all factors simultaneously to successfully implement strategies. The document provides definitions for each of the 7 factors and notes some limitations of the framework.
Management chapter 06
This document discusses organizational effectiveness and the factors that contribute to it. It defines organizational effectiveness as an organization's ability to maximize performance within its competitive environment. Organizational culture and life cycle stages impact effectiveness. Culture is shaped by values and external/internal integration challenges. Life cycle stages include entrepreneurial, collectivity, formalization, elaboration, and decline. Measuring effectiveness involves comparing an organization's current and desired states based on goals. High performance organizations exhibit clear vision, cohesive leadership, crisp decision-making, value-adding processes, talent, meritocracy, quality customer focus, frontline support, performance culture, and capacity for change.
Managing strategic change
This document provides a framework for managing strategic change including diagnosing the type and context of change, analyzing forces for and against change, and identifying levers to manage change. It outlines four types of strategic change: adaptation, evolution, revolution, and reconstruction. The context of change is determined by factors like time, scope, preservation needs, diversity, capability, capacity, readiness, and power. Change is managed through styles like education, collaboration, and direction played by roles of change agents and strategic leadership. Levers for managing change involve structure, routines, symbols, politics, communication, and tactics.
Management chapter 01
The document discusses key concepts in management including the importance of organizations in modern societies, the difference between efficiency and effectiveness, the generic functions of management (planning, organizing, leading, controlling), managerial roles and skills. It provides an overview of management principles and processes.
Management[1]
The document discusses various management topics including leadership styles, organizational structures, motivation theories, decision making processes, planning, and control. It defines management approaches like functional, divisional, and matrix organizational structures and compares their advantages and disadvantages. It also outlines concepts such as Maslow's hierarchy of needs, Herzberg's two-factor theory of motivation, and steps in decision making, planning, and control.
Organizational architecture
The organizational architecture describes the systems, roles, processes, and reporting lines that exist within an organization. It involves defining roles, processes for inputs and outputs, and formal reporting lines for management. Successful organizational architecture considers seven factors according to McKinsey's 7-S model: strategy, structure, systems, staff, style, skills, and shared values. Organizational structures can be vertically differentiated with a pyramid-like top-down structure defining clear roles from top leadership to middle management to employees, or structures can be flat with less hierarchy.
The Empowerment
The document discusses empowerment and its constructs. It defines empowerment as a process that enhances an individual's self-efficacy beliefs. Empowerment can be viewed as delegating authority to subordinates or enabling them intrinsically. Context factors like organizational changes, leadership style, and job design can lead to feelings of powerlessness in employees. Empowering leadership practices involve expressing confidence in subordinates, fostering participation in decisions, providing autonomy, and setting meaningful goals.
Organizing
The document discusses different approaches to organizational structure. It defines organizing and key terms like functional structure, divisional structure, matrix structure, teams structure, and networking. The main organizational structures discussed are functional (grouping by skills), divisional (grouping by products, geography, customers), matrix (dual reporting relationships), and teams. The document explains the advantages and disadvantages of each approach.
Organizing
The dynamic organizational environment has lead to significant structural changes in order to remain in business and gain the competitive edge. In addition, new technological developments is influence much of the change, certainly in the offering of quick and reliable customer service. The topic of organizing is very relevant as a managerial function. This presentation is aimed at:
Defining the concept of organizing.
Describing the various types of organizational structure.
Explaining the connection between structure and strategy
Objectives and setting objectives
The document discusses objectives and setting objectives for organizations. It defines objectives as the ends an organization seeks to achieve through its operations. Objectives should be specific and measurable commitments to achieve results within a time frame. When setting objectives, they should be clear, measurable, attainable, time-bound, and accepted by employees. Objectives provide organizations with legitimacy, direction, motivation, coordination and uniqueness. The document outlines characteristics, importance, guidelines and benefits of setting objectives, as well as potential limitations.
Chap08
The document discusses key aspects of organizational design including:
1) The three main components of organizational design are organizational structure, integrating mechanisms, and locus of decision making.
2) The four main types of organizational structure are functional, divisional, matrix, and network, each appropriate under different strategic conditions.
3) Factors like interdependence affect the need for coordination, which can be managed through integrating mechanisms like information systems and committees.
4) The locus of decision making can be centralized or decentralized, with each approach fitting different environmental conditions.
Strategic implementation - strategic management - Manu Melwin Joy
The document discusses strategic management concepts including the McKinsey 7s model, strategic leadership, portfolio analysis tools like the BCG matrix and GEC model, strategic control, and strategy evaluation. It provides details on each element of the McKinsey 7s model. It also explains the key components of strategic leadership, different types of strategic control like premise and implementation control, and the strategic evaluation process of setting standards, measuring performance, analyzing variances, and taking corrective actions.
Ism 2012 (sec-b)
McKinsey's 7S Framework adds four additional factors - style, staff, skills, and shared goals - to the traditional three factors of organizational framework: strategy, structure, and systems. The 7S approach uses these seven factors to evaluate organizations and identify improvements in key areas to strengthen leadership. Each of the seven factors - strategy, structure, systems, style, staff, skills, and shared goals - are important to consider when planning and implementing organizational change to ensure sustainability. McKinsey's 7S model can be used to scan an organization, identify gaps, and evaluate structures to pinpoint specific changes needed across the seven factors for the organization to succeed.
Strategic Implementation
The document discusses various aspects of organizational structure and design, including vertical and horizontal differentiation, organizational hierarchy choices like flat versus tall structures, and common structural types like functional, divisional, matrix, and network structures. It also covers stages of corporate development from simple to functional to divisional structures. Key considerations for structure include leadership, human resources, culture, communication, and information and control systems.
Process re engineering - process interventions - Organizational Change and ...
Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality.
In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer.
Title page
This orientation report discusses how an organization's orientation influences its strategy implementation and performance. Orientation refers to the collective behaviors of employees that impact how a strategy is implemented, how an organization interacts with its environment, and how it adapts to changes. The connection between market orientation, executing a strategy, and achieving results remains strong across different business environments.
CBSA's New Organizational Structure
The CBSA is implementing a new organizational structure and management model to better address changing realities. The new structure focuses on program delivery through branches dedicated to programs, operations, technology, and support services. It aims to streamline decision-making, clarify roles, and improve consistency in service delivery across Canada and abroad. The changes are meant to improve coordination, reduce overlap and complexity, and position the agency for future challenges.
A brief study on strategy implementation
Strategy implementation involves translating strategic plans into organizational actions to achieve goals. The process includes management activities that put the strategy into motion, monitor progress, and accomplish objectives. Successful strategy implementation frameworks embed the strategy in all aspects of the organization, deliver a strategy all managers and stakeholders understand and agree on, validate the strategy internally and externally, communicate the strategy to facilitate long-term planning, monitor the strategy early to address issues, and engage the workforce to efficiently enact the strategic plan.
SHRM
Strategic human resource management involves aligning how people are managed with an organization's mission and objectives. The strategic management process determines what needs to be done over 3-5 years to achieve corporate objectives by examining the organization, competitive environment, and establishing an optimal fit. It involves reviewing and revising the strategic plan which includes establishing a mission statement, analyzing the environment and organization, setting goals and objectives.
What's hot (19)
Strategic implementation - strategic management - Manu Melwin Joy
Strategic implementation - strategic management - Manu Melwin Joy
Process re engineering - process interventions - Organizational Change and ...
Process re engineering - process interventions - Organizational Change and ...
Viewers also liked
Wells fargo strategy deck
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Case analysis of wells fargo corporation
Wells Fargo announced in July 2009 that it was expanding into securities businesses like merger advice, stock and bond underwriting, and fixed-income trading. Wells Fargo has over 6,700 bank branches across the US and is a large residential mortgage lender. The presentation discusses whether Wells Fargo should strengthen its retail presence, grow internationally, or move into the void left by disappearing investment banks. It provides an overview of Wells Fargo's current situation, including its large asset size and workforce. A SWOT analysis identifies strengths like size and reputation, and weaknesses like lack of international presence. The presentation analyzes Wells Fargo's customer segments and strategies for financing future acquisitions and growth.
Final Wells Fargo Presentation
This document outlines a promotion campaign for Wells Fargo Bank to target college students and recent graduates. The campaign's objectives are to increase foot traffic by distributing scratch cards for a chance to win prizes and to receive over 24,000 additional customer visits. The strategies target college seniors graduating soon, those taking out loans for cars or homes, and current customers. Tactics include direct mail, scratch tickets inserted in bills, a street team on campuses, and digital marketing. Prizes include a Toyota Prius, TVs, gift cards, and financial incentives like fee waivers. Tracking and measurements of media sources will evaluate the promotion's success.
Wells Fargo Case Study
Gives a synopsis of Wells Fargo and provides an acquisition target with supporting graphs and documentation.
Wells Fargo
Wells Fargo was founded in 1852 in San Francisco to provide banking and express delivery services. Through mergers and acquisitions, it has become the fourth largest bank in the US offering a range of banking, mortgage, credit, insurance, and investment services. While it has a strong brand name and wide distribution network as strengths, it also faces threats from increasing regulations and competition. The document recommends that Wells Fargo focus on providing excellent customer service, ongoing training, innovating its marketing, and benchmarking itself against competitors to address challenges from the financial crisis and new regulations.
Elements of Organizational Behaviour
Elements of Organizational BehaviourWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss about various elements of organizational behavior, like, perception, communication, motivation, coercion, emulation etc.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Wells Fargo Social Media Case Study
Wells Fargo has a strong social media presence across multiple platforms like blogs, YouTube, Facebook and Twitter. They focus on transparency and authenticity to build credibility with customers. Wells Fargo uses blogs to educate customers and address their concerns. They actively monitor social media for issues and have a proactive crisis communications plan. Wells Fargo also engaged customers through an interactive virtual community called Stagecoach Island.
Viewers also liked (7)
Similar to Organizational Velocity
Strategy Organizational Design Effectiveness and Managing Change.pdf
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
This document discusses how human resources can play a key role in each stage of the strategic planning process. It outlines 8 stages: 1) understanding the planning legacy, 2) creating a diverse planning team, 3) aligning with leadership goals, 4) analyzing current realities, 5) developing alternative options, 6) measuring progress, 7) deploying the plan, and 8) developing contingency plans. For each stage, it provides examples of how human resources can contribute their expertise to ensure a successful strategic planning process.
503556171-Jeffrey-a-Mello-4e-Chapter-5-Strategic-Workforce-Planning.ppt
Strategic workforce planning is the first component of HRM strategy and forms the basis for all other HR activities. It involves proactively anticipating future HR needs in light of current capabilities and responding flexibly to changing requirements. The key objectives are to ensure the right employees with the right skills are in the right places at the right times and that the organization can respond to environmental changes. There are two main types of planning: aggregate planning which anticipates groups of employees needed for lower level jobs and skills, and succession planning which focuses on ensuring critical management positions remain filled with the best candidates. Effective succession planning is tied to organizational strategy and monitors progress and outcomes.
Organizational effectiveness and change mgt
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
Chapter 7-Organization Change.ppt
Organization development (OD) aims to improve an organization's ability to change and adapt through planned interventions using behavioral science. Key aspects of OD include:
- Diagnosing an organization's current state and readiness for change.
- Designing interventions focused on technostructural elements like structure and processes, human resources systems, strategies, and human/group dynamics.
- Managing the transition through the change process by motivating change, creating a clear vision, gaining political support, and sustaining momentum.
The overall goal is to increase organizational effectiveness and health through a planned and systematic process.
Chapter 1 managing and managers
An organization is a deliberate arrangement of people to accomplish some specific purpose. Organizations have distinct purposes, are composed of people, and have deliberate structures. Managers coordinate and integrate the work of others to accomplish organizational goals. Studying management is important because good management is needed in all organizations, employees are either managers or managed, and management offers challenging and rewarding work. The key functions of management are planning, organizing, leading, and controlling.
Organization Change Management.pptx
The document outlines a change management framework with the following key components:
1. Define what is changing through activities like stakeholder analysis and assessing business impacts.
2. Manage the transition with elements such as training programs and deployment planning.
3. Monitor progress through ongoing checks and ensure benefits realization, as successful change management can increase project success rates by 6 times.
Organization Change Management for the handling change in organizations
The document outlines a change management framework with the following key components:
1. Define what is changing through activities like stakeholder analysis and assessing business impacts.
2. Manage the transition with elements such as training programs and deployment planning.
3. Monitor progress through ongoing checks and ensure benefits realization, as successful change management can increase project success rates by 6 times.
Organizational effectiveness and change mgt
This document discusses various approaches to measuring organizational effectiveness:
1. The goal attainment approach measures effectiveness based on an organization achieving its predetermined goals.
2. The systems theory approach views an organization as an open system that must adapt to its environment to remain effective. Key factors include adaptability, flexibility, and integrating with the larger system.
3. The strategic constituency approach integrates goals and systems approaches by considering the expectations of important groups that determine an organization's effectiveness like employees, customers, and owners.
Orgganizational effectiveness
This document outlines objectives and topics around organizational effectiveness. The key points are:
- Organizational effectiveness is defined as the degree to which objectives and goals are achieved. Effectiveness means "doing the right thing". Efficiency takes resources used into account.
- The purpose is to review assessing organizational performance, compare quality assurance approaches, and describe strategies for effective healthcare organizations.
- Effectiveness is determined by factors like clear authority, discipline, and employee satisfaction. Effectiveness and efficiency influence each other.
- Managers can foster effectiveness through skills like problem-solving, change adaptation, and employee engagement. Various approaches can measure effectiveness including goals, systems, constituencies, and competing values.
An introduction to workforce planning
Workforce planning involves analyzing an organization's current and future workforce needs to meet business objectives. It is a data-driven process that identifies the number of employees, skills, and costs needed over time. Many organizations struggle with workforce planning due to challenges with processes, roles, data, and technology. Improving workforce planning requires aligning long-term strategic needs with near-term budgets while considering internal and external talent supply factors. An effective planning process includes defining demand and gaps, developing strategies to address gaps, negotiating plans, and ongoing monitoring.
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas Health
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas HealthHealthcare Network marcus evans
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017Practical Goal Modeling for Enterprise Change Context: A Problem Statement
Modern enterprise need to rapidly respond to changes. Goal modeling techniques are intuitive mechanisms that help in modeling and analyzing rationale behind enterprise's response to change. In spite of their intuitiveness, there are several challenges that need to be addressed for their practical adoption and application. We present a problem statement based on real world case study and possible ways in which these challenges can be addressed.
Strategic planning process and human resource management
this is bout strategic human resource management. this is for educational and classroom presentation purposes only.
Mckinsey 7s model
The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams.
MODULE-III Strategic Management.ppt
1. Strategy implementation involves both macro and micro-organizational issues that can affect success. At the macro level, elements like technology, rewards systems, decision processes, and organizational structure must be coordinated. At the micro level, organizational culture and resistance to change among employees must be considered.
2. Resource allocation is the process of assigning limited resources, like people and funding, to achieve strategic goals. It involves deciding which initiatives or business units receive resources and at what level, as well as contingency plans for adjusting resources up or down.
3. When determining organizational structure to support a strategy, factors to examine include changes in strategic intent, required capabilities, dominant industry forces, leadership style, and culture. Common
Transforming Organization Through HR
This document discusses organizational transformation and the role of HR in driving change. It outlines key business challenges like changing customer behaviors and new technologies that are forcing organizations to transform. HR must shift from traditional functions to a more business-focused role, acting as a business partner and coach. HR should focus on talent development, competency tracking, and performance management. As organizations flatten hierarchies and use more team-based structures, line managers will take on more HR responsibilities. The challenges for HR include preparing managers for new roles, developing intelligent systems to enhance strategy and service delivery, and managing performance, goals, and rewards in matrixed and changing organizations.
Human resources management metrics analytics
Human Resources Management (HRM) metrics and analytics diagnostics, tools, processes and best practices
Our Capability and Introduction_February 2017
Proservartner is a consultancy that partners with organizations to provide shared services advisory and implementation support. They offer a range of services including strategy development, change management, process optimization, organizational design, and robotic process automation. Their approach is collaborative and aims to build long-term relationships. They focus on quality and embedding organizational change through their experienced practitioners.
Group 2 (BSCE-4A) - Construction Project Management.pptx
The document discusses organizational structure and construction project organization. It begins by defining organization as a group cooperating for a common goal. It then discusses different types of organizational structures like functional, product/market, and matrix structures. It outlines their advantages and disadvantages. The document also discusses the key elements of organizational structure like distribution of functions, authority relationships, and communication processes. Finally, it provides examples of organizational charts and outlines components of a sample construction management plan including planning, staffing, direction, financial management, and contract administration.
Similar to Organizational Velocity (20)
Strategy Organizational Design Effectiveness and Managing Change.pdf
Strategy Organizational Design Effectiveness and Managing Change.pdf
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
503556171-Jeffrey-a-Mello-4e-Chapter-5-Strategic-Workforce-Planning.ppt
503556171-Jeffrey-a-Mello-4e-Chapter-5-Strategic-Workforce-Planning.ppt
Organization Change Management for the handling change in organizations
Organization Change Management for the handling change in organizations
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas Health
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas Health
Practical Goal Modeling for Enterprise Change Context: A Problem Statement
Practical Goal Modeling for Enterprise Change Context: A Problem Statement
Strategic planning process and human resource management
Strategic planning process and human resource management
Group 2 (BSCE-4A) - Construction Project Management.pptx
Group 2 (BSCE-4A) - Construction Project Management.pptx
Recently uploaded
Resource-mobilization-guide-for-community-based-organizations1.pdf
resource mobilization guidebook for comminute based organizations
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Addiction to Winning Across Diverse Populations.pdf
A anaysis dedicated to identify the addiction on winniing by diverse population
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证、文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Chart--Time Management.pdf How to time is spent
Time management is foundation for any successful activity.
Enriching engagement with ethical review processes
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
The Management Guide: From Projects to Portfolio
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Credit Management training seminar power point presentation
Credit management training seminar presentation
Strategy for E-Types - Strategy Formulation.pptx
Capstone project for Coursera - Strategy Formulation
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deserve
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Recently uploaded (20)
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and Leadership
Enriching engagement with ethical review processes
Enriching engagement with ethical review processes
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Credit Management training seminar power point presentation
Credit Management training seminar power point presentation
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Organizational Velocity
- 1. Elements of Meaningful Organizational Velocity Key notes from the depth of Organizational Behavior (OB) (set course, balance engines and engage) • Set a proper course – Initial direction is more important than speed • Balance divergent interests – Harmonizing conflicting organizational interests is key in overcoming inertia • Harness diverse energy forms – Place great value on individual and team relationships, these are the ties that hold it all together – Send resources to the points of need that benefit organizational mission and competitive advantage, withhold from those that do not Meaningful organizational velocity relates to; the desirability of the destination, the degree of diversity, and the aggregate strength of relationships. The greater the collective intensity of these factors, the greater the organizational velocity.
- 2. Individuals EquityOwners& C-Suite FunctionalManagement Program&ProjectManagement Organizational Directional Reference Point Work-Life BalanceFunctional Stability Actual Organizational Velocity Structured Change Mission & Competitive Advantage Aggregate Interests Operational Mgt. – Owners and Function Mgt. Portfolio Mgt. – Owners and PMs Project Initiation & Planning – PMs & Functional Mgt. Project Teams – PMs and Individuals Operations – Functional Mgt. & Individuals Organizational Resources