This document discusses managing paradoxes and tensions in leadership. It introduces a workshop that aims to help managers understand and deal with complexity in organizations. It defines paradox as contradictory elements that exist simultaneously, unlike dilemmas which require choosing one alternative. The workshop covers three levels of paradox - organizational, role, and individual. Attendees discuss tensions they experience and ways to understand and work through paradox, such as acceptance, integrative thinking, and positioning. Effective paradox navigation requires skills like reflection, communication, and embracing conflicting demands. Global leaders must think paradoxically to accommodate complexity rather than suppress tensions.
Marka Yönetimi Ve Marka Yönetim Stratejileri Hakkında Akademik Sunumdur. Marka tarihinden başlayarak, marka konumlandırma, marka kişiliği oluşturma, marka yönetim sürecini detaylıca içselleştiren ve marka yönetiminin önemli değişkenleri ile beraber gelecekte bizi teknolojik olarak neler beklediğine dair detaylı bir çalışma olarak hazırlanmıştır.Marka yönetiminin gerekçeleri, nasıl ortaya çıktığı ve marka yönetiminde dikkat edilmesi gereken hususlar incelenmiştir. Alper ESKİKILIÇ Tarafından hazırlanmıştır...
Postmodern Pazarlama,etkisini hangi alanlarda göstermiş,modern ve postmodern kavramlar,postmodern pazarlama,postmodern özelliklerin pazar ve pazarlama stratejilerine uygulanması
Il business model e il value proposition canvas | MafaldidaGiulia Costa
Piccola guida al Il Business Model Canvas e il Value Proposition Canvas.
Il primo è uno strumento strategico che utilizza il linguaggio visuale per creare e sviluppare modelli di business innovativi. Consente di rappresentare visivamente il modo in cui un’azienda crea, distribuisce e cattura valore. Il secondo è un plug in per il Business Model Canvas. Ti aiuta a progettare, testare e costruire la Value Proposition aziendale nei confronti dei clienti in maniera più strutturata e riflessiva proprio come il Canvas ti assiste nel processo di progettazione del Business Model.
Marka Yönetimi Ve Marka Yönetim Stratejileri Hakkında Akademik Sunumdur. Marka tarihinden başlayarak, marka konumlandırma, marka kişiliği oluşturma, marka yönetim sürecini detaylıca içselleştiren ve marka yönetiminin önemli değişkenleri ile beraber gelecekte bizi teknolojik olarak neler beklediğine dair detaylı bir çalışma olarak hazırlanmıştır.Marka yönetiminin gerekçeleri, nasıl ortaya çıktığı ve marka yönetiminde dikkat edilmesi gereken hususlar incelenmiştir. Alper ESKİKILIÇ Tarafından hazırlanmıştır...
Postmodern Pazarlama,etkisini hangi alanlarda göstermiş,modern ve postmodern kavramlar,postmodern pazarlama,postmodern özelliklerin pazar ve pazarlama stratejilerine uygulanması
Il business model e il value proposition canvas | MafaldidaGiulia Costa
Piccola guida al Il Business Model Canvas e il Value Proposition Canvas.
Il primo è uno strumento strategico che utilizza il linguaggio visuale per creare e sviluppare modelli di business innovativi. Consente di rappresentare visivamente il modo in cui un’azienda crea, distribuisce e cattura valore. Il secondo è un plug in per il Business Model Canvas. Ti aiuta a progettare, testare e costruire la Value Proposition aziendale nei confronti dei clienti in maniera più strutturata e riflessiva proprio come il Canvas ti assiste nel processo di progettazione del Business Model.
Thank you for sharing these thought-provoking examples. As conflict resolvers, we are often called to balance competing interests and priorities in nuanced situations with no easy answers. Our role is to help parties find their highest shared interests and humanize each other, even in the face of real harms or distrust. With empathy, creativity and a commitment to nonviolence, meaningful progress can be made.
Lars Rosengren discusses embracing complexity and how it can be made meaningful. He describes some of his experiences with complex digital projects and how they fascinated him. While complexity can overwhelm, tools exist to bring clarity and make sense of complexity. These include affinity mapping, flow diagramming, hierarchical task analysis, and other techniques to externalize understanding. Meaningful design problems are inherently complex, but through immersion and these tools, complexity can be understood and tackled in a meaningful way.
This document provides a guide for leaders to build a performance culture. It outlines a framework with three phases: 1) build the foundation, 2) expand the approach, and 3) go deep. The foundation phase focuses on strategic alignment, motivation, communicating a vision, and setting goals. It is the most critical phase. The guide emphasizes that building a performance culture requires persistent focus on engaging employees to increase their understanding of how to make an impact through their work.
This document provides an overview of a module on managing in the international hospitality industry. The 8-session module will use the Competing Values Framework and Organizational Culture Assessment Instrument as its central frameworks. It will include 4-5 visiting lecturers from the hospitality industry. Students will write a personal development plan based on their Competing Values Questionnaire results and present it at the end of the module. Assessment will be based on the written assignment (75%) and presentation (25%).
Agile Marketing - Strategy & Process MethodologyJoey Barker
WHAT iS AGiLE MARKETiNG?
An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,to deliver emergent solutions,emphasizing transparencyamong all stakeholders. http://bit.ly/agile-mktg-group
This document provides a summary of a case study analysis of PT Apexindo Pratama Duta using the Competing Values Framework. It includes a company profile, theoretical background on the Competing Values Framework, an analysis of the company's performance, a Competing Values analysis mapping the company, and recommendations. The analysis found that Apexindo's culture is focused on Compete and Collaborate. It recommends strategies to increase innovation, growth, and efficiency scores, such as improving ROA, costs, productivity, competency, and restructuring.
The document discusses several theories of management including scientific management, administrative theory, the human relations school, assumptions about human nature, the decision-making school, contingency approach, open systems theory, and the competing values framework. It emphasizes that there is no single best approach and effective managers balance multiple approaches depending on the situation. Managers are advised to understand their own mental maps, develop a variety of skills and behaviors, and adapt to changing environments.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
Ideas and practices for regularly gathering sources of inspiration, eliminating blocks to more easily access creative states, prolong them, and leverage their power to develop and execute great work.
Chained to its desk in Cubicalia, The creative Brain is at its lowest point — until a mysterious stranger beckons. Together, they embark upon a journey where The Brain’s creative talents are solely needed and put to the test. The Brain discovers how to function optimally to generate ideas and solutions, and you’ll discover what fundamentals are needed to foster a supportive environment where everyone is at their creative best.
Download editable road map power point slides and road map powerpoint templates SlideTeam.net
The document provides instructions for editing images in PowerPoint presentations. It explains how to ungroup objects, change colors, and edit shapes. Images can be downloaded from the provided website and edited to capture audiences' attention and bring presentations to life. All images are 100% editable and customizable to fit users' needs.
This document outlines the product development process used by SWARM, a digital product studio. It describes the key stages of discovery, information architecture, wireframing, user experience design, user interaction design, and engineering. Discovery involves understanding what is being built, why, and for whom. Information architecture defines the app's structure and components. Wireframes create a skeletal framework. User experience and interaction design further develop the visual design and interface. Engineering is done in two-week sprints to implement the product. Data and analytics are also discussed as ways to enhance marketing and personalization.
This document outlines Bill Aulet's presentation on improving entrepreneurship education. It discusses defining entrepreneurship, assessing student needs through personas, and designing a comprehensive curriculum with modular "tiles" addressing each persona's needs. The goal is to make entrepreneurship education more rigorous, practical, and tailored through open-source sharing of best practices. This will help address the increasing demand for high-quality entrepreneurship training.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
Leiderschap, gedrag en verandering in de wereld van Het Nieuwe Werkenoverhetnieuwewerken
The document discusses challenges of new ways of working including managing expectations, focusing too much on control, and top-down leadership styles. It covers concepts like adaptive leadership, organizational roles, work without boundaries, and emerging views of leadership as a social process. New organizational models are proposed that move from hierarchies to integrated networks.
Week 6BUSI7280 Managing in a Global Context1.docxhelzerpatrina
Week 6
BUSI7280 Managing in a Global Context
1
Module 1
Learning insights
Reflective essay due Friday, 30 August
‘For every complex problem, there is a simply solution which is wrong’ Drucker (more or less)
Congruence – 3 concentric circles – core values (why?), contextual complexities (how?), behaviours and actions (what?).
What was taught?
What was learned?
3
Week 6
Managing organisations (Ethics, Innovation & the Future)
4
Ethics
The word ‘ethics’ is derived from the Greek word ‘ethos’ referring to character and manners, it is about your identity and how you relate to the world around you.
It is about the choices you make, the values that guide you and what you learn along the way.
Business ethics isn’t new
Every system of human activity is underwritten by a moral code
Production is no different
‘Moral economy’ inherent in subsistence, feudal, industrial, capitalist, communist systems
Adam Smith, Wilfred Owen, Frederick Winslow Taylor, Henry Ford, Bill Gates, Warren Buffet … all include moral values in their prescriptions for success
Ethical Leadership
Leaders use formal and informal mechanisms to shape their organizations’ culture,
Managers’ actions and choices, the decisions they make, the decisions they fail to make and the behaviour they choose to punish, reward, promote or ignore, show their people not only what the organization really values, but also the type of behavior that is rewarded.
is implicity in the process of management
Guru time
Brooke Deterline
https://youtu.be/wzicXbnmllc
What do managers need?
Ethical responsibility
Essentially there are two key considerations for managers regarding ethical conduct and decision-making:
First, it is important to remember that we are all susceptible to making bad choices in particular circumstances
Second, managers and organizational leaders have a significant responsibility in creating ethical workplace climates and cultures in which ethical conduct is the norm.
create ethical workplace climate
role model ethical leadership
Ethics and Managerial responsibility
recruit individuals with high ethical standards;
establish a formal code of ethics and decision policies;
lead by example;
provide clarity around job goals and performance appraisal mechanisms;
include ethics training in induction and orientation programs;
conduct social audits; and
offer support to employees facing ethical dilemmas.
Creating an ethical organisational culture
11
Saying and doing
Make a list scoring your organization from 1 to 3 on each activity
1 is we don’t talk about it and then it’s up to individuals
2 is we talk about it and do it sometimes
3 we do it
Ethical Decision Making
Approaches
13
Ethics – ideas-v-realities
Ethics is about ideas but it’s also about doing things
So rest of this class is exercises designed to consider how you – as a manager – might ‘do’ business ethics
Ethical Dilemmas
What approach do you take?
Why?
What does this tell you ab ...
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
These slides were prepared for a workshop with postgraduate Management students at Massey University, New Zealand. They focus on writing scholarly critique paragraphs, as part of the reflective journals for 152707 Leading and Organising Change.
Thank you for sharing these thought-provoking examples. As conflict resolvers, we are often called to balance competing interests and priorities in nuanced situations with no easy answers. Our role is to help parties find their highest shared interests and humanize each other, even in the face of real harms or distrust. With empathy, creativity and a commitment to nonviolence, meaningful progress can be made.
Lars Rosengren discusses embracing complexity and how it can be made meaningful. He describes some of his experiences with complex digital projects and how they fascinated him. While complexity can overwhelm, tools exist to bring clarity and make sense of complexity. These include affinity mapping, flow diagramming, hierarchical task analysis, and other techniques to externalize understanding. Meaningful design problems are inherently complex, but through immersion and these tools, complexity can be understood and tackled in a meaningful way.
This document provides a guide for leaders to build a performance culture. It outlines a framework with three phases: 1) build the foundation, 2) expand the approach, and 3) go deep. The foundation phase focuses on strategic alignment, motivation, communicating a vision, and setting goals. It is the most critical phase. The guide emphasizes that building a performance culture requires persistent focus on engaging employees to increase their understanding of how to make an impact through their work.
This document provides an overview of a module on managing in the international hospitality industry. The 8-session module will use the Competing Values Framework and Organizational Culture Assessment Instrument as its central frameworks. It will include 4-5 visiting lecturers from the hospitality industry. Students will write a personal development plan based on their Competing Values Questionnaire results and present it at the end of the module. Assessment will be based on the written assignment (75%) and presentation (25%).
Agile Marketing - Strategy & Process MethodologyJoey Barker
WHAT iS AGiLE MARKETiNG?
An iterative and adaptive processwhere small, highly-collaborative teamswork in a series of short cycles,incorporating rapid feedback,to deliver emergent solutions,emphasizing transparencyamong all stakeholders. http://bit.ly/agile-mktg-group
This document provides a summary of a case study analysis of PT Apexindo Pratama Duta using the Competing Values Framework. It includes a company profile, theoretical background on the Competing Values Framework, an analysis of the company's performance, a Competing Values analysis mapping the company, and recommendations. The analysis found that Apexindo's culture is focused on Compete and Collaborate. It recommends strategies to increase innovation, growth, and efficiency scores, such as improving ROA, costs, productivity, competency, and restructuring.
The document discusses several theories of management including scientific management, administrative theory, the human relations school, assumptions about human nature, the decision-making school, contingency approach, open systems theory, and the competing values framework. It emphasizes that there is no single best approach and effective managers balance multiple approaches depending on the situation. Managers are advised to understand their own mental maps, develop a variety of skills and behaviors, and adapt to changing environments.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
Ideas and practices for regularly gathering sources of inspiration, eliminating blocks to more easily access creative states, prolong them, and leverage their power to develop and execute great work.
Chained to its desk in Cubicalia, The creative Brain is at its lowest point — until a mysterious stranger beckons. Together, they embark upon a journey where The Brain’s creative talents are solely needed and put to the test. The Brain discovers how to function optimally to generate ideas and solutions, and you’ll discover what fundamentals are needed to foster a supportive environment where everyone is at their creative best.
Download editable road map power point slides and road map powerpoint templates SlideTeam.net
The document provides instructions for editing images in PowerPoint presentations. It explains how to ungroup objects, change colors, and edit shapes. Images can be downloaded from the provided website and edited to capture audiences' attention and bring presentations to life. All images are 100% editable and customizable to fit users' needs.
This document outlines the product development process used by SWARM, a digital product studio. It describes the key stages of discovery, information architecture, wireframing, user experience design, user interaction design, and engineering. Discovery involves understanding what is being built, why, and for whom. Information architecture defines the app's structure and components. Wireframes create a skeletal framework. User experience and interaction design further develop the visual design and interface. Engineering is done in two-week sprints to implement the product. Data and analytics are also discussed as ways to enhance marketing and personalization.
This document outlines Bill Aulet's presentation on improving entrepreneurship education. It discusses defining entrepreneurship, assessing student needs through personas, and designing a comprehensive curriculum with modular "tiles" addressing each persona's needs. The goal is to make entrepreneurship education more rigorous, practical, and tailored through open-source sharing of best practices. This will help address the increasing demand for high-quality entrepreneurship training.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
Leiderschap, gedrag en verandering in de wereld van Het Nieuwe Werkenoverhetnieuwewerken
The document discusses challenges of new ways of working including managing expectations, focusing too much on control, and top-down leadership styles. It covers concepts like adaptive leadership, organizational roles, work without boundaries, and emerging views of leadership as a social process. New organizational models are proposed that move from hierarchies to integrated networks.
Week 6BUSI7280 Managing in a Global Context1.docxhelzerpatrina
Week 6
BUSI7280 Managing in a Global Context
1
Module 1
Learning insights
Reflective essay due Friday, 30 August
‘For every complex problem, there is a simply solution which is wrong’ Drucker (more or less)
Congruence – 3 concentric circles – core values (why?), contextual complexities (how?), behaviours and actions (what?).
What was taught?
What was learned?
3
Week 6
Managing organisations (Ethics, Innovation & the Future)
4
Ethics
The word ‘ethics’ is derived from the Greek word ‘ethos’ referring to character and manners, it is about your identity and how you relate to the world around you.
It is about the choices you make, the values that guide you and what you learn along the way.
Business ethics isn’t new
Every system of human activity is underwritten by a moral code
Production is no different
‘Moral economy’ inherent in subsistence, feudal, industrial, capitalist, communist systems
Adam Smith, Wilfred Owen, Frederick Winslow Taylor, Henry Ford, Bill Gates, Warren Buffet … all include moral values in their prescriptions for success
Ethical Leadership
Leaders use formal and informal mechanisms to shape their organizations’ culture,
Managers’ actions and choices, the decisions they make, the decisions they fail to make and the behaviour they choose to punish, reward, promote or ignore, show their people not only what the organization really values, but also the type of behavior that is rewarded.
is implicity in the process of management
Guru time
Brooke Deterline
https://youtu.be/wzicXbnmllc
What do managers need?
Ethical responsibility
Essentially there are two key considerations for managers regarding ethical conduct and decision-making:
First, it is important to remember that we are all susceptible to making bad choices in particular circumstances
Second, managers and organizational leaders have a significant responsibility in creating ethical workplace climates and cultures in which ethical conduct is the norm.
create ethical workplace climate
role model ethical leadership
Ethics and Managerial responsibility
recruit individuals with high ethical standards;
establish a formal code of ethics and decision policies;
lead by example;
provide clarity around job goals and performance appraisal mechanisms;
include ethics training in induction and orientation programs;
conduct social audits; and
offer support to employees facing ethical dilemmas.
Creating an ethical organisational culture
11
Saying and doing
Make a list scoring your organization from 1 to 3 on each activity
1 is we don’t talk about it and then it’s up to individuals
2 is we talk about it and do it sometimes
3 we do it
Ethical Decision Making
Approaches
13
Ethics – ideas-v-realities
Ethics is about ideas but it’s also about doing things
So rest of this class is exercises designed to consider how you – as a manager – might ‘do’ business ethics
Ethical Dilemmas
What approach do you take?
Why?
What does this tell you ab ...
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
These slides were prepared for a workshop with postgraduate Management students at Massey University, New Zealand. They focus on writing scholarly critique paragraphs, as part of the reflective journals for 152707 Leading and Organising Change.
Jane Gaukroger, Managing Director of The Change Able Project
- To explore what we mean by organisational wisdom.
- To explore whether this is the ‘highest order’ priority for the organisational developer.
- To consider the implications for our own development as practitioners.
2020 MBA CBS navigating change Keynote by Nels KarsvangNels Karsvang
1. The document discusses various approaches and concepts related to navigating change, including changing oneself and one's perceptions. It addresses the constant nature of change and the need for new skills and flexible leadership.
2. The document outlines different change approaches like "zipping the zipper" and viewing change as a social movement or "cloud work." It also discusses situational leadership and how to match leadership styles to employees' competence and commitment levels.
3. Emotions are discussed as an important factor to acknowledge during change processes. The power of emotions and perceiving only parts of what is there based on one's existing knowledge are also addressed.
Entrepreneurship as an instructional modellmittler
This document provides an overview of entrepreneurship as an instructional model. It begins with an activity asking readers to define entrepreneurship in 3 words, 2 questions, and 1 metaphor. It then discusses various definitions and perspectives on entrepreneurship from sources like Wagner, Zhao, and Martin and Osberg. Key aspects highlighted include critical thinking, agency, willingness to fail, and seeing problems as opportunities. The document also introduces concepts like systems thinking, feedback loops, leverage points, and design thinking frameworks that can be applied to entrepreneurship. Overall, it seeks to build a richer understanding of entrepreneurship beyond just starting a business.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
Leadership and Management of Innovation (Eric James)Eric James
The leadership and management that supports and enables innovation can be a significant challenge. Being a truly effective leader involves a series of steps that are captured here in the INSPIRE framework. This involves working from the "inside out" (i.e., innovative leaders know that excellence starts with themselves), knowing the context, being able to effectively strategize, preparation, generating and integrating good ideas, re-examining the approach and executing plans effectively.
This document provides an overview of the course "PGDBA101 Strategic Leadership and Management Skills". It covers 4 themes: influence and power, motivation, communication, and teams. For each theme, it outlines relevant theories, models, and concepts. It also provides learning objectives and examples of companies that demonstrate each theme. The goal is to examine how leadership influences others, theories of workplace behavior, aspects of organizational communication, and the significance of teams.
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
Clergy Conference 2012 focused on adaptive leadership. Adaptive challenges require new learning rather than technical fixes. The presentation discussed (1) how adaptive leadership involves diagnosing problems through data collection, multiple interpretations, and developing interventions, (2) how it differs from technical problems by addressing changes in priorities and beliefs rather than just improving current systems, and (3) tools like the balcony perspective to get distance on a system and identify challenges like conflicts and work avoidance. Adaptive leadership requires experimentation, diversity, and is a long process of adapting while preserving essential functions and culture.
2011 dialogue the language of complex systems v.2herbisoj
The document outlines an agenda for a two-day workshop on navigating complex systems through dialogue. Day 1 introduces systems thinking and complexity paradigms, and explores how to apply systems thinking to complex challenges in healthcare. Participants will discuss an initial complex change challenge. Day 1 also covers an introduction to dialogue and reflection. Day 2 focuses on developing dialogue and inquiry skills, and using dialogue in pivotal conversations to move beyond siloed thinking. Participants will further discuss their change challenge and share plans for next steps. The overall goals are to understand complexity in healthcare leadership, strengthen collaboration through systems thinking and dialogue, and explore real challenges with practical solutions.
Presentation focus:
Session Focus:
Develop an understanding of the adaptive leadership model.
Develop leadership skills to encounter a multitude of challenges
This document provides an overview of a workshop on intentional leadership and interpersonal effectiveness. The workshop contains two parts, with Part One focusing on personal and intentional leadership using the Intentional Leadership Model. This model examines a person's vision, values, self-awareness, and balance. It emphasizes that leadership skills are developed intentionally through self-reflection, feedback, and understanding how leadership demands change over time. Part Two will describe models for effective interpersonal communication and understanding assumptions. The full workshop is designed to help participants reflect on their own leadership abilities and communication styles.
1. ONGC is India's largest oil and gas company that has been actively involved in corporate social responsibility initiatives since its inception. It allocates 0.75% of annual net profits to socio-economic development programs.
2. ONGC undertakes various CSR activities at the corporate and local levels like disaster relief, education programs, healthcare, rural infrastructure development. It has also partnered with the government on initiatives like PURA to bridge the urban-rural divide.
3. ONGC received an international award for its CSR efforts in emerging economies, recognizing that such activities help companies improve relations with communities and build a sustainable brand image in the long run.
Building institutions of excellence 11 april 2015 effective bureaucraciesPatrick McNamara
I just returned from India where I supported UNDP (United Nations Development Programme) and the Indian government training department in their efforts to create government “institutions of excellence” across an immense country that is the world’s third largest economy.
I was impressed by the dedicated, bright, enthusiastic Indian government and UNDP staff who were always up for a challenge. Both institutions are poised to help India move toward being a middle income country, while addressing human development and environmental sustainability (not just economic development).
I saw common themes that appear in many bureaucracies, perhaps exacerbated by cultural influences:
Waiting for others to do something rather than feeling empowered to initiate
Taking time to get “out of the box”
Wanting more support for insightful innovations
Needing to work beyond silos, but not knowing how to begin
Buried in analytics and the micro, but with intelligence to see the big picture and think critically
While these issues are typical in bureaucracies, UNDP has undergone two years of radical change and a new culture is beginning to emerge. A fresh batch of new leaders with a positive, entrepreneurial spirit have been put in key positions and are beginning to steer the UNDP ship in a new way, though many continue to live the old culture. Some staff are taking bold initiatives to make their corner of the UN more effective and responsive. What’s more: UNDP is being asked by their clients, governments around the world, to help them change in similar ways.
They have the intention to move toward excellence and increased effectiveness and they've taken a first step: looking at ways to work differently than before and to transform organizational culture. I trust that my interactive interventions made a difference to help both institutions move toward their goals. I’ve shared some of my presentation* below on building strengths, leading in challenging times and best practices, including:
Shared vision, aligned action
Networked solutions (beyond silos), strong partnerships
Thinking outside the box
Confidence to model values, be yourself and move through conflict
Listening deeply and seeing the big picture
These capacities are supplemented by the great work UNDP is doing to streamline its processes, which is another side of bureaucratic effectiveness.
What surprised me the most was how empowered the women were to speak up, to advocate and to take action in a culture where they are not always heard. I was also surprised by the intense energy, enthusiasm and drive of participants; if this is a high-leverage project to transform Indian government, it’s moving in the right direction!
This document describes a structured process for selecting new export markets. It involves three steps:
1. Wide screening of potential markets based on general factors like purchasing power and infrastructure to identify relevant markets.
2. Fine screening of relevant markets across two dimensions: market attractiveness factors and the company's competitiveness in that market. This identifies the most attractive and suitable segments.
3. Evaluation of markets using a matrix to assess attractiveness and competitiveness, identifying core markets with the largest potential as high in both dimensions. Non-interesting markets are low in both. The tool provides a framework to locate markets for the company's best potential and optimal resource utilization.
This document discusses distance leadership and leading dispersed teams. It provides definitions of dispersed teams as teams separated by time and distance, and distance leadership as leadership in those contexts. It identifies challenges of distance leadership, including finding the appropriate leadership style, handling feelings of lost control, and developing trust across distances. It also discusses challenges for distance employees, such as isolation and difficulty identifying with distant leaders. The document provides guidance on developing a distance charter and leadership strategies to address these challenges, including overcommunication, aligning expectations, addressing cultural differences, and periodically meeting face-to-face to build trust.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
Paradoxes in a global world 2014
1. 2014
Confederation of
Danish Industry
DI – Dansk Industri
Leadership paradoxes
in a global world
Face contradictions and
balance managerial tensions
THINK GLOBALLY,
ACT LOCALLY,
PANIC INTERNALLY
2. Workshop objectives and goals
Objectives:
• Introduce paradox thinking as a framework for exploring and understanding
organizational and managerial tensions
• Expand managers’ tool box to deal more constructively with increasing
complexity
Goals:
• Aid understanding of and ability to deal with divergent perspectives and
disruptive experiences created by the complexity of organizational life
• Provide a mindset and tools for identifying, making sense of, and
managing paradoxes
• Discuss leadership paradoxes in own context and gain new perspectives
2
3. Program
3
Andrea Straub-Bauer
Bente Toftkær
•Introduction
•What is paradox?
•3 levels of paradox
•Paradox in own
context I
What is paradox?
•Working through
paradox
•Paradox in own
context II
Understanding
paradox? •Ways of dealing
with paradox
•Paradox in own
context III
Dealing with
paradox?
4. 4
Think long-term
Innovate
Think global
Collaborate
Individual performance
Decentralize
Directive
Deliver short-term results
Improve efficiency
Act local
Compete
Team excellence
Standardize
Democratic
Global leadership requires balancing
contradictory needs and requirements
5. 5
John is the VP for Health and Safety of a globally operating
technical equipment provider. He is in charge of rolling out
corporate health and safety standards across the organization’s
production facilities located in 10 different countries, incl. North
and South America, Europe, and Asia.
Aligning processes and procedures across Europe and the USA
has been challenging, but nothing compared to the
implementation of standardized procedures in Asia and South
America. Time and time again, John experiences tensions
created between HQs corporate CSR strategy and its global
commitment to high safety standards and its low-cost production
focus in emerging market locations.
What is at stake here? What types of tensions can be identified?
Global roll-out of corporate
health and safety standards
6. Paradox – what is it?
Paradox
• Contradictory yet interrelated
elements (dualities) that exist
simultaneously and persist over
time
• a “both-and” situation
between two or more
contradictions where a synthesis
or choice is not possible or
necessarily desirable
Dilemma
• Competing choices, each with
advantages and disadvantages
• an “either-or” situation
where one alternative must be
selected over other attractive
alternatives
6
A
B
7. Paradox in own context I
7
Group activity:
Discuss briefly what type of
tensions or divergent pressures
you experience in your
organization right now.
How does that affect you?
8. Three levels of paradox
8
Leadership role
Competing demands/behaviors
expected from managers in
their leadership roles
Individual
Personal pressure experienced
between individual and collective
identity and/or values
Organizational
Nature of organizational life with
competing organizational
designs and processes
Source: Inspired by L. Lüscher (2012) “Ledelse gennem Paradokset”
.
. . .
INDIVIDUAL
ROLE
ORGANIZATIONAL
9. 1. Organizational paradox
9
internal external
flexible
focused
Source: Model based on
Competing Values Framework, L.
Lüscher (2012) “Ledelse gennem
Paradokset”
10. 2. Role paradox
10
Source: Model based on
Competing Values Framework, L.
Lüscher (2012) “Ledelse gennem
Paradokset”
11. 3. Individual paradox
Individual paradox has a personal
dimension
• Relates to relationship of individual managers
with the organization, management, and peers
as well as the task
• Often experienced as contradictory dynamics,
e.g. disconnect between words and deeds
• Involves emotions, personal experiences, and
values between the individual and the group
• Personal paradoxes include e.g.
• trust vs. control
• being popular vs. being unpopular
• job security vs. new challenges
• personal interests vs. company interests
• optimism vs. problem focus
• competing vs. collaborating
11
Source: L. Lüscher (2012) “Ledelse gennem
Paradokset”
INDIVIDUAL
12. Program
12
Andrea Straub-Bauer
Bente Toftkær
•Introduction
•What is paradox?
•3 levels of paradox
•Paradox in own
context I
What is paradox?
•Working through
paradox
•Paradox in own
context II
Understanding
paradox? •Ways of dealing
with paradox
•Paradox in own
context III
Dealing with
paradox?
13. Working through paradox
13
Source: Lüscher, L. & M.W. Lewis (2008). Organizational Change
and Managerial Sensemaking: Working Through Paradox.
Academy of Management Journal, Vol. 51, No. 2, 221-240.
A process of helping to make
sense of tenuous demands
to reduce anxiety, escape
paralysis, and enable action
MESS
Problem
either orDilemma
Paradox: both-and
Workable
Certainty
14. 14
Facts Action
Behavior Vision
MESS
Problem
either orDilemma
Paradox: both-and
Workable
Certainty
Identifying the mess and extracting
the problem: A questioning strategy for analyzing the problem
Source: Attractor Model inspired by Karl Tomm’s Framework for
distinguishing 4 groups of questioning (1988)
15. • What was the situation about?
• Who was involved?
• For how long?
• What did it mean to you?
• What did you do to deal with it?
• What worked out well?
• What was the hardest lesson learned?
• What was the prize?
• What did you win?
Facts Action
Beha-
vior
Vision
Discovering the FACTS
Source: Attractor Model inspired by Karl Tomm’s Framework for
distinguishing 4 groups of questioning (1988)
15
16. • How did your stakeholders play their
part in the dilemma?
• Who had risked the most?
• Where in the process did you feel the
strongest need to choose between the
competing values?
• What did you learn about the
”either/ors”?
• What did you learn about the possibility
of ”both/and”?
Facts Action
Beha-
vior
Vision
Discovering the BEHAVIOR
Source: Attractor Model inspired by Karl Tomm’s Framework for
distinguishing 4 groups of questioning (1988)
16
17. • Let us imagine that you are most
capable of managing this kind of
situation in the future, what would be
most characteristic for the situation?
• If you should see this situation from a
totally different point of view, what will
you see that you could not see before?
• What does the vision look like which
could encourage you to do more of
”both-and” and less of ”either-or”?
Facts Action
Beha-
vior
Vision
Discovering the VISION
Source: Attractor Model inspired by Karl
Tomm’s Framework for distinguishing 4
groups of questioning (1988)
17
18. 18
• What needs to be challenged in the
way of dealing with competing values
in the future?
• What needs to be directed in a more
decisive manner by you? By your
manager?
• If your stakeholders and you were to
achieve even better results the next
time, what would be the most
important thing to do a little different?
• What kind of positive difference would
that make to you? To others?
• If you should take one small step
towards an improved pay-off-balance
(”both-and”) what would that be?
• When will you do it?
Facts Action
Beha-
vior
Vision
Discovering the ACTION
Source: Attractor Model inspired by Karl
Tomm’s Framework for distinguishing 4
groups of questioning (1988)
19. Paradox in own context II
19
Group activity:
Discuss the new insights that
you have gained in relation to
handling the tensions that you
experience in your organization
right now.
MESS
Problem
either orDilemma
Paradox: both-and
Workable
Certainty
20. Program
20
Andrea Straub-Bauer
Bente Toftkær
•Introduction
•What is paradox?
•3-levels of paradox
•Paradox in own
context I
What is paradox?
•Working through
paradox
•Paradox in own
context II
Understanding
paradox? •Ways of dealing
with paradox
•Paradox in own
context III
Dealing with
paradox?
21. Ways of dealing with paradox
… requires exploring rather than suppressing tensions
1. Acceptance
2. Integrative thinking
3. Positioning
21
In order to avoid paradox paralyses: Paradox must be solved
through alternative ways of thinking
22. 1. Acceptance
22
• Embrace and live with paradox
• Regard paradox as a persistent and
unsolvable puzzle
• Engage anxiety and thereby face
challenges surfaced by tensions
• Discuss tensions to foster more
creative considerations
Paradox is a pre-condition of
organizational life, especially in a
global business world
23. 2. Integrative thinking
23
• Consider divergent ideas and/or
alternative poles simultaneously
• How can apparently opposing
views be brought together and
combined in new ways?
3rd solution through innovation
and creative thinking
MESS
Problem
either orDilemma
Paradox: both-and
Workable
Certainty
24. 3. Positioning
Conscious positioning at
one pole and actively
distancing from another
based on strategic, human
or organizational
considerations.
Turning your back on one
alternative and accepting
the consequences
24
internal external
flexible
focused
X
25. Critical skills sense making and giving
• Reflection – consider multiple
dynamics and perspectives for
spotting and dealing with paradox
• On the personal level
• On the organizational level (maturity)
• Courage and resilience
• Communication (what, how, who)
• Behavior – ”walk the talk”
25
26. Paradox in own context III
26
Share in your group the reflections
that you’ve had in terms of “how to
deal with your own paradox”?
Can you see an opening for
1) integrative thinking and/or
2) positioning?
What are the consequences?
How will you communicate it:
1) to whom?
2) what is the key message?
27. Closing reflections
What does it take from …?
Individual leader
• Ability to recognize and accept
interrelated relationships of
underlying tensions
• Emotional stability, courage,
maturity, and integrity
• Communication skills in order to
reduce anxiety in others
• Ability to self-reflect and
embrace conflicting demands
Organization
• Collective tools that allow
members of the organization to
seek and integrate new
information through distinct
structures, cultures, learning
processes, and managerial
capabilities
• Maturity => Ability to make
room for, balance, live with, and
capitalize on conflicting and
competing elements
27
28. Global leader paradox navigator
… is an influential actor
capable of thinking
paradoxically, guiding
social reflection, helping
others examine tensions,
and accommodate
complexity rather than
suppressing it.
28
”
29. Further readings
• Lüscher, Lotte (2012) “Ledelse gennem Paradokset – om ledelsesmæssig handlekraft
i organisatorisk kompleksitet”, Dansk Psykologisk Forlag.
• Smith, W.K. and M.W. Lewis (2011) ”Toward a theory of paradox: A dynamic
equilibrium model of organizing”, Academy of Management Review, Vol. 36, No. 2,
381-403.
• Lüscher, L. & M.W. Lewis (2008) ”Organizational Change and Managerial
Sensemaking: Working Through Paradox”, Academy of Management Journal, Vol. 51,
No. 2, 221-240.
• Cameron, K.S., Quinn, R.E., DeGraff, J., and A.V. Thakor (2006) “Competing Values
leadership: Creating value in organizations”, Edward Elgar, Cheltenham, UK.
• Lewis, Marianne W. (2000) ”Exploring Paradox: Toward a more comprehensive guide”,
Academy of Management Review, Vol. 25, No. 4, 760-776.
• Lewis, M.W. and G.E. Dehler (2000) ”Learning through paradox: A pedagological
strategy for exploring contradictions and complexity”, Journal of Management
Education, Vol. 24: 708-725.
• Tomm, Karl (1988) “Interventive Interviewing: Part III. Intending to Ask Lineal, Circular,
Strategic, or Reflexive Questions?” Family Process, Vol. 27, No. 1, 1-15.
• Quinn, Robert E. (1988) “Beyond rational management: Mastering the paradoxes and
competing demands of high performance”, Jossey-Bass, San Francisco, USA.
29