This chapter discusses decision making and employee involvement. It outlines the general model of decision making and identifies challenges in problem identification, choosing solutions, and escalating commitment. The chapter also defines different forms and levels of employee involvement, from informal to statutory. It discusses how self-directed work teams, sociotechnical systems theory, and the Vroom-Jago model determine optimal involvement levels. Finally, it addresses overcoming resistance to greater employee involvement through trust and cultural changes.
The document discusses different aspects of organizational structure, including:
1) It describes common elements of organizational structure like division of labor, formal reporting relationships, and coordination systems.
2) It outlines different structural designs for organizing work like functional, divisional, matrix, and team-based structures.
3) It examines structural elements like spans of control, centralization/decentralization, and departmentalization and how they shape organizational design.
4) It discusses how factors like strategy, environment, and technology influence appropriate structural choices.
This document discusses employment relationships and career dynamics. It covers topics such as psychological contracts, organizational socialization, career development trends like lateral careers and boundaryless careers, and strategies for personal career development. Specifically, it defines key terms, compares different types of contracts and careers, outlines the stages of organizational socialization and factors that influence it, and lists strategies for navigating modern career dynamics, such as understanding one's competencies and maintaining professional networks.
Centralization is the degree to which decision making takes place at upper levels of the organization.
Centralization means reservation of authority at central point within the organization, control and decision making reside at the top levels of management.
This chapter discusses conflict and negotiation in organizations. It defines conflict as a process where one party perceives their interests are being opposed by another party. The chapter outlines sources of conflict such as incompatible goals, different values and beliefs, task interdependence, scarce resources, and communication problems. It also discusses styles of conflict management including competing, collaborating, compromising, avoiding, and accommodating. Techniques for managing conflict structurally include emphasizing superordinate goals, reducing differentiation, and improving communication. The chapter concludes with an overview of situational influences on negotiation and types of third-party conflict resolution.
Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams.
Conciliation, Arbitration and
Mediation – what’s the difference?
The “Seven C’s” and Possible Interventions
Teams in conflict with managers (part I)
Teams in conflict with managers (part II)
Role of ACAS
Inner conflict in teams / Mediation in Groups
Teams in conflict with each other (part I)
Teams in conflict with each other (part II) / Building Resilience / Preventing Conflict
Chapter 10 Designing Adaptive OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.
This chapter discusses decision making and employee involvement. It outlines the general model of decision making and identifies challenges in problem identification, choosing solutions, and escalating commitment. The chapter also defines different forms and levels of employee involvement, from informal to statutory. It discusses how self-directed work teams, sociotechnical systems theory, and the Vroom-Jago model determine optimal involvement levels. Finally, it addresses overcoming resistance to greater employee involvement through trust and cultural changes.
The document discusses different aspects of organizational structure, including:
1) It describes common elements of organizational structure like division of labor, formal reporting relationships, and coordination systems.
2) It outlines different structural designs for organizing work like functional, divisional, matrix, and team-based structures.
3) It examines structural elements like spans of control, centralization/decentralization, and departmentalization and how they shape organizational design.
4) It discusses how factors like strategy, environment, and technology influence appropriate structural choices.
This document discusses employment relationships and career dynamics. It covers topics such as psychological contracts, organizational socialization, career development trends like lateral careers and boundaryless careers, and strategies for personal career development. Specifically, it defines key terms, compares different types of contracts and careers, outlines the stages of organizational socialization and factors that influence it, and lists strategies for navigating modern career dynamics, such as understanding one's competencies and maintaining professional networks.
Centralization is the degree to which decision making takes place at upper levels of the organization.
Centralization means reservation of authority at central point within the organization, control and decision making reside at the top levels of management.
This chapter discusses conflict and negotiation in organizations. It defines conflict as a process where one party perceives their interests are being opposed by another party. The chapter outlines sources of conflict such as incompatible goals, different values and beliefs, task interdependence, scarce resources, and communication problems. It also discusses styles of conflict management including competing, collaborating, compromising, avoiding, and accommodating. Techniques for managing conflict structurally include emphasizing superordinate goals, reducing differentiation, and improving communication. The chapter concludes with an overview of situational influences on negotiation and types of third-party conflict resolution.
Combating Collective Conflict: Conciliation, Arbitration and Mediation in Teams.
Conciliation, Arbitration and
Mediation – what’s the difference?
The “Seven C’s” and Possible Interventions
Teams in conflict with managers (part I)
Teams in conflict with managers (part II)
Role of ACAS
Inner conflict in teams / Mediation in Groups
Teams in conflict with each other (part I)
Teams in conflict with each other (part II) / Building Resilience / Preventing Conflict
Chapter 10 Designing Adaptive OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.
This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
This document discusses various topics related to managing organizations, including authority, delegation, empowerment, and decision-making. It begins by defining authority, responsibility, and accountability. It then discusses delegation, noting that it involves assigning tasks, authority, and decision-making powers to lower levels. Empowerment provides greater autonomy and self-control over work. Decision-making involves defining problems, setting objectives, generating alternatives, evaluating options, and implementing decisions. The document provides details on each of these topics.
centralization and decentralization by Jay RavalJay Raval
This document discusses centralization and decentralization in organizations. [1] Centralization refers to authority being concentrated at higher levels, while decentralization distributes authority to lower levels. [2] Centralization allows for better coordination but can slow decisions, while decentralization empowers local managers but reduces uniformity. [3] Most organizations balance these approaches - decentralizing routine tasks but centralizing major strategic decisions.
Chapter 3C - CENTRALIZATION AND DECENTRALIZATIONAizell Bernal
Centralization and decentralization refer to how decision making authority is distributed within an organization. A centralized structure concentrates authority among top executives, while a decentralized structure delegates more decision making authority throughout lower and regional levels. Centralization minimizes duplication and allows for specialized expertise but heavily involves top managers, while decentralization lightens the load on top management and promotes local relationships and efficiency at the cost of some duplication.
The Living Organisation(R) -Agile Strategy ExecutionVitaly Geyman
Research shows over 70% of all strategic initiatives; fail to meet their desired objectives. A key reason is they approach the organization as a machine to be adjusted rather than a living being to be developed. Strategic initiatives focus on changing what we do, not who we are being. Successful strategy implementations focuses on why the organization exists and develops its capability and maturity to execute. In this talk we explore how the The Living Organization(R) framework addresses the very core of this problem using the deep understanding of living systems and developmental psychology to significantly improve the success rate of strategy execution.
Delegation of Authority means division of authority and powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of your job.
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
The document discusses centralization and decentralization in organizational structures. Centralization involves authority being retained at the top levels of management, while decentralization involves delegating authority to lower levels of management. There are arguments for both, such as centralization enabling coordination but limiting development of lower managers, while decentralization increases flexibility but can complicate coordination. Examples of centralized organizations include dictatorships and militaries, while decentralized examples include open-source software and peer-to-peer networks. An ideal balance involves enabling lower managers to make important decisions while allowing top managers to focus on long-term strategy.
Have you heard of the Policy Governance system for boards? This slideshow provides a very brief overview of this system and the benefits it provides for boards of directors and staff of companies and organizations. To learn how to maximize accountability and transparency without sacrificing creativity, innovation and efficiency, contact Susan at Brown Dog Consulting at 1-877-847-4552 or email susan@browndogconsulting.com.
Decentralization involves transferring authority and responsibility to subordinates throughout the organization. It relieves workload from top executives and increases initiative, morale, and quicker decision making. However, it can lack uniformity and control. Centralization reserves most authority at the top, allowing for more coordination and control but overburdening executives and slowing decisions. The degree of centralization versus decentralization depends on factors like organization size, competence of subordinates, and risk of decisions.
This document discusses centralization and decentralization in organizational structures. Centralization refers to concentrating decision-making power at higher levels of management, such as top management. While it allows for quick, uniform decisions, it can hamper communication and involvement of lower levels. Decentralization involves systematically delegating authority to lower levels so they can make autonomous decisions. It relieves burden on top management but can create coordination challenges. Complete centralization is impossible, so organizations divide into autonomous units with multiple decision centers.
The document discusses key organizational principles such as departmentalization, authority structures, job design, prioritization, and delegation. It provides explanations of different types of departmentalization including functional, product, and matrix. It also describes the differences between centralized and decentralized authority, as well as line and staff authority. Methods for setting task priorities and properly delegating work are presented.
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
The document discusses how companies in the 1980s moved away from relying solely on organizational structures and instead focused on building organizations through shared visions and developing human resources. It notes that matrix structures proved difficult to manage in practice. Instead, companies should develop clear and consistent visions, recruit and develop talented managers, and integrate individual thinking to create a "matrix in the minds of managers" rather than just installing new structures. The key is focusing on organizational performance rather than ideal structures.
This document provides guidance for managers on how to successfully delegate tasks. It discusses the importance and benefits of delegation, including reducing stress, improving time management and increasing productivity. Potential obstacles to delegation like fear of loss of control and micromanagement are addressed. The document outlines a systematic process for delegation, referred to as the IDEALS model, which includes introducing the task, demonstrating what needs to be done, ensuring understanding, allocating authority and resources, letting go, and supporting and monitoring progress. Specific techniques for each step, like using what-why statements and scheduling follow-up meetings, are presented to help managers delegate effectively. Overall, the document promotes delegation as a way for managers to get more work done while developing employees.
The document discusses organizational design and decentralization for NECs (National Employment Councils). It provides background on aligning organizational structure with strategy. Signs of outdated structures are identified as well as functions of NECs. A functional analysis is conducted to map core and support processes. A recommended ideal structure is presented with the Board/Council at the top, followed by core processes like industrial relations and support processes like finance. Flexible and outsourced structures are also discussed.
O documento discute os diferentes estilos parentais e suas consequências para as crianças. Apresenta os sete pecados capitais dos educadores, características de pais dominadores, permissivos e protetores, e as qualidades de pais educadores. Crianças de pais educadores tendem a ser mais adaptáveis e competentes em lidar com problemas.
This document summarizes a global startup championship program that received 1200 business plans from 3000 entrepreneurs across 120 countries. 30 startups were shortlisted and the top 10 startup teams were selected. It describes the stories of two successful expat entrepreneurs who built startups in India. It then outlines the key components of an Entrepreneur in Residence program that helps startups with incubation, funding, mentoring, infrastructure, and networking opportunities to support their growth.
This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
This document discusses various topics related to managing organizations, including authority, delegation, empowerment, and decision-making. It begins by defining authority, responsibility, and accountability. It then discusses delegation, noting that it involves assigning tasks, authority, and decision-making powers to lower levels. Empowerment provides greater autonomy and self-control over work. Decision-making involves defining problems, setting objectives, generating alternatives, evaluating options, and implementing decisions. The document provides details on each of these topics.
centralization and decentralization by Jay RavalJay Raval
This document discusses centralization and decentralization in organizations. [1] Centralization refers to authority being concentrated at higher levels, while decentralization distributes authority to lower levels. [2] Centralization allows for better coordination but can slow decisions, while decentralization empowers local managers but reduces uniformity. [3] Most organizations balance these approaches - decentralizing routine tasks but centralizing major strategic decisions.
Chapter 3C - CENTRALIZATION AND DECENTRALIZATIONAizell Bernal
Centralization and decentralization refer to how decision making authority is distributed within an organization. A centralized structure concentrates authority among top executives, while a decentralized structure delegates more decision making authority throughout lower and regional levels. Centralization minimizes duplication and allows for specialized expertise but heavily involves top managers, while decentralization lightens the load on top management and promotes local relationships and efficiency at the cost of some duplication.
The Living Organisation(R) -Agile Strategy ExecutionVitaly Geyman
Research shows over 70% of all strategic initiatives; fail to meet their desired objectives. A key reason is they approach the organization as a machine to be adjusted rather than a living being to be developed. Strategic initiatives focus on changing what we do, not who we are being. Successful strategy implementations focuses on why the organization exists and develops its capability and maturity to execute. In this talk we explore how the The Living Organization(R) framework addresses the very core of this problem using the deep understanding of living systems and developmental psychology to significantly improve the success rate of strategy execution.
Delegation of Authority means division of authority and powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of your job.
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
The document discusses centralization and decentralization in organizational structures. Centralization involves authority being retained at the top levels of management, while decentralization involves delegating authority to lower levels of management. There are arguments for both, such as centralization enabling coordination but limiting development of lower managers, while decentralization increases flexibility but can complicate coordination. Examples of centralized organizations include dictatorships and militaries, while decentralized examples include open-source software and peer-to-peer networks. An ideal balance involves enabling lower managers to make important decisions while allowing top managers to focus on long-term strategy.
Have you heard of the Policy Governance system for boards? This slideshow provides a very brief overview of this system and the benefits it provides for boards of directors and staff of companies and organizations. To learn how to maximize accountability and transparency without sacrificing creativity, innovation and efficiency, contact Susan at Brown Dog Consulting at 1-877-847-4552 or email susan@browndogconsulting.com.
Decentralization involves transferring authority and responsibility to subordinates throughout the organization. It relieves workload from top executives and increases initiative, morale, and quicker decision making. However, it can lack uniformity and control. Centralization reserves most authority at the top, allowing for more coordination and control but overburdening executives and slowing decisions. The degree of centralization versus decentralization depends on factors like organization size, competence of subordinates, and risk of decisions.
This document discusses centralization and decentralization in organizational structures. Centralization refers to concentrating decision-making power at higher levels of management, such as top management. While it allows for quick, uniform decisions, it can hamper communication and involvement of lower levels. Decentralization involves systematically delegating authority to lower levels so they can make autonomous decisions. It relieves burden on top management but can create coordination challenges. Complete centralization is impossible, so organizations divide into autonomous units with multiple decision centers.
The document discusses key organizational principles such as departmentalization, authority structures, job design, prioritization, and delegation. It provides explanations of different types of departmentalization including functional, product, and matrix. It also describes the differences between centralized and decentralized authority, as well as line and staff authority. Methods for setting task priorities and properly delegating work are presented.
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
The document discusses how companies in the 1980s moved away from relying solely on organizational structures and instead focused on building organizations through shared visions and developing human resources. It notes that matrix structures proved difficult to manage in practice. Instead, companies should develop clear and consistent visions, recruit and develop talented managers, and integrate individual thinking to create a "matrix in the minds of managers" rather than just installing new structures. The key is focusing on organizational performance rather than ideal structures.
This document provides guidance for managers on how to successfully delegate tasks. It discusses the importance and benefits of delegation, including reducing stress, improving time management and increasing productivity. Potential obstacles to delegation like fear of loss of control and micromanagement are addressed. The document outlines a systematic process for delegation, referred to as the IDEALS model, which includes introducing the task, demonstrating what needs to be done, ensuring understanding, allocating authority and resources, letting go, and supporting and monitoring progress. Specific techniques for each step, like using what-why statements and scheduling follow-up meetings, are presented to help managers delegate effectively. Overall, the document promotes delegation as a way for managers to get more work done while developing employees.
The document discusses organizational design and decentralization for NECs (National Employment Councils). It provides background on aligning organizational structure with strategy. Signs of outdated structures are identified as well as functions of NECs. A functional analysis is conducted to map core and support processes. A recommended ideal structure is presented with the Board/Council at the top, followed by core processes like industrial relations and support processes like finance. Flexible and outsourced structures are also discussed.
O documento discute os diferentes estilos parentais e suas consequências para as crianças. Apresenta os sete pecados capitais dos educadores, características de pais dominadores, permissivos e protetores, e as qualidades de pais educadores. Crianças de pais educadores tendem a ser mais adaptáveis e competentes em lidar com problemas.
This document summarizes a global startup championship program that received 1200 business plans from 3000 entrepreneurs across 120 countries. 30 startups were shortlisted and the top 10 startup teams were selected. It describes the stories of two successful expat entrepreneurs who built startups in India. It then outlines the key components of an Entrepreneur in Residence program that helps startups with incubation, funding, mentoring, infrastructure, and networking opportunities to support their growth.
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 for those who already suffer from conditions like depression and anxiety.
This document provides installation instructions for Open Object (OpenERP) server, client, and web applications on Linux and Windows systems. It covers downloading and installing required packages, configuring the PostgreSQL database, and installing the various OpenERP components and getting them running. Detailed steps are provided for Ubuntu Linux and Windows.
D.H. Gordon et al., Polymer, 35, (1994) 2554 - 2559.Duncan Gordon
This document summarizes a study on the drawing of poly(ethylene terephthalate) (PET) films. The key findings are:
1) Uniaxially drawn PET films were redrawn, and measurements showed the stress-strain behavior could be described by a single molecular network model, regardless of the drawing process.
2) Refractive index, density, and shrinkage stress measurements of uniaxially and biaxially drawn films depended only on the total draw ratio, supporting the idea of a preserved molecular network.
3) The drawing stress showed maximum strain rate dependence at the glass transition temperature of 80°C, with little effect at higher or lower temperatures.
Getting started with SparkSQL - Desert Code Camp 2016clairvoyantllc
The document discusses Spark SQL, an Apache Spark module for structured data processing. It provides an agenda that covers Spark concepts, Spark SQL, the Catalyst optimizer, Project Tungsten, and a demo. Spark SQL allows users to perform SQL queries and use the DataFrame and Dataset APIs to interact with structured data in a Spark cluster.
What’s Your Cost Per Impression (Really) Telling You?Ensighten
John Wyllie
What’s Your Cost Per Impression (Really) Telling You?
By Raymond Sandy Kartopawiro
Sr. Marketing Intelligence Consultant, Internet Advantage
This document summarizes the use of machine learning methodologies for economic and financial forecasting. It presents five applications:
1) Exchange rate forecasting, comparing models on various currencies and frequencies. Hybrid models using ensemble empirical mode decomposition and support vector regression performed best.
2) Directionally forecasting exchange rates using sentiment analysis from social media. Support vector machines outperformed other methods.
3) House price forecasting using the Case-Shiller index from 1890-2012. A hybrid model forecast price drops before the 2007 crisis.
4) Bank failure prediction on US data 2003-2013. A local learning method selected key variables, achieving over 97% accuracy.
5) Yield curve analysis to
Falling in love (again) with Digital Analytics in Higher Education (PSEWEB 20...Karine Joly
The keynote about digital analytics in higher education I gave in Montreal at PSEWeb 2015 on July 28, 2015: issues, insights, inspirational stories, guiding principles & advice.
Introduction to Machine Learning in Spark. Presented at Bangalore Apache Spark Meetup by Shashank L and Shashidhar E S on 17/10/2015.
http://www.meetup.com/Bangalore-Apache-Spark-Meetup/events/225649429/
Presented at World Learning/ SIT Graduate Institute, Washington DC, August 2013.
Orientation for MA Sustainability/ International Policy & Management Programs
The document summarizes a meeting of the Fox Cities Managers group that took place on September 8, 2009. It included introductions, a discussion of change management led by Tony Wickham, and plans for future meeting topics. The document also provides information on change acceleration processes and what organizations, teams, and individuals need to successfully implement change.
The document discusses various motivational theories and techniques used by organizations. It covers concepts like expectancy theory, equity theory, goal-setting theory, job design approaches, and organizational cultures of companies like Walmart, Google, Infosys, and TCS. Key motivational strategies discussed include profit sharing, career development programs, open communication, recreational facilities, and rewarding performance.
The document discusses various motivational theories and techniques used by organizations. It covers concepts like expectancy theory, equity theory, goal-setting theory, job design approaches, and organizational cultures of companies like Walmart, Google, Infosys, and TCS. Key motivational strategies discussed include profit sharing, career development programs, team-based rewards, open communication, work-life balance initiatives, and merit-based performance evaluations.
The document discusses key strategies for operational efficiency and managing change in organizations. It emphasizes the importance of:
1) Adapting to trends like globalization, technological shifts, and changing stakeholder expectations through a defined strategic vision and innovative approaches.
2) Fostering a dynamic culture that encourages innovation and the ability to anticipate and adjust to changes in the business environment.
3) Guiding organizational change through clear direction, urgency, momentum, and addressing resistance to change.
The Vistaprint Manager Development Program is an 11-12 hour training program for managers consisting of 2 phases. Phase I occurs over 2 days and focuses on core management skills like goal setting, providing feedback, and managing change. Phase II occurs over another 2 days with topics like coaching, communication skills, and building teams. Early results show improved management confidence and ability to prioritize work. The program aims to develop management as a competitive advantage for Vistaprint.
Srba Markovic - Organisation and Company Developmentkragujevac
The document provides an overview of a 5-day training program on organization and company development. Day 1 covers entrepreneurship, motivation, and organization structures. Day 2 focuses on human resource management, including recruitment, selection, employment legislation, and development. Day 3 is about project management, scheduling, and critical path analysis. Day 4 addresses production, operations management, quality control, and ISO standards. The final day includes a visit to a local production company.
The document discusses retaining employees in a strong economy. It notes that up to 60% of employees intend to leave their jobs this year, so retention is critical. Workplace flexibility is a key driver of retention and engagement. The document then outlines different types of flexible work arrangements and how companies like KPMG implement flexibility successfully. It provides tips for building flexibility into an organization's culture to improve retention.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Intro & Due Diligence Change Out Consulting 2mroeske
The document discusses several cases of operational issues facing businesses and the role of operational due diligence. It describes 7 cases ranging from financial losses and legal issues to issues with leadership, processes, costs and new market expansion challenges. It then outlines the key areas operational due diligence examines such as organization, leadership, strategy, processes, finances and more. It emphasizes the importance of due diligence when taking corrective actions such as turnarounds or business improvements.
LoCC Measurable Improvement in Your Development ProcessJoseph Horwedel
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
Achieving Success with Your Cloud ERP ImplementationCasey Cramer
Moving Enterprise Applications to the cloud is a common theme in higher education these days and many organizations already have multiple applications in the cloud environment. But moving large parts of your ERP to the cloud presents new and unique challenges, risks and opportunities. Check out this presentation deck that was presented at a Higher Education User Group (HEUG) regional conference to learn how we have helped higher education leaders through the process of moving to the cloud.
Workforce Development An Economic Development Assetcquinn63
The document discusses workforce development as an economic development tool. It provides an overview of the workforce system including the Workforce Investment Act (WIA) and workforce boards. It describes how workforce development, economic development, and education can collaborate using a business solutions model to understand business needs and provide solutions through their collective resources and partnerships.
The document proposes a Talent Relationship Management (TRM) system that would treat a company's top talents in the same way it treats key customers, by gathering data on talents, using CRM and business intelligence technologies to track talent metrics and relationships, and partnering with technology providers to pilot the system. The goal of the TRM system is to help companies focus resources on retaining their key talent assets, especially during economic downturns, by providing tools and services to manage the entire talent lifecycle in a measurable, technology-supported way. The document seeks partners for pilot testing and further developing the proposed TRM system and approach.
The document discusses the formation of a shared HR program between three non-profit organizations - Bethlehem Haven, POWER, and the Center for Victims of Violence & Crime. It describes how they established a limited liability corporation called HR-C in 2011 to develop shared back-office HR functions in order to achieve greater efficiency, enhance human capital, and reduce liabilities. The collaboration allows them to jointly develop HR structures and share responsibilities, authority, and resources in a mutually beneficial relationship.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
The document provides guidance on completing an action learning project (ALP) as part of a postgraduate management development program. It outlines the objectives of the ALP, which are to investigate and address a specific business problem or opportunity through teamwork and to demonstrate integration of learning from the program. Examples of past ALP topics are provided. A suggested process for completing the ALP is given, including selecting a topic, sponsor, and approach. Evaluation criteria and deadlines for submitting the final report are also summarized.
The document summarizes a leadership workshop that provides a framework to drive organizational improvement. It discusses challenges facing a community health center called Chapel Road and presents best practices of transformational leadership, including setting direction with a clear vision and metrics, empowering staff, and using improvement methods to continuously enhance processes. The workshop emphasizes building leadership as a system through principles like communication, recognition, and continuous learning.
The document discusses knowledge retention and transfer within organizations. It identifies barriers to knowledge retention like budget cuts and personnel changes. It then proposes conducting a risk assessment to identify critical knowledge and approaches to capture that knowledge, such as training, documentation, and social interaction. The goal is to develop a framework to allow organizations to continuously operate efficiently despite changes in staff. Benefits include utilizing existing talent, cost effectiveness, and improved operations. An example program for the Iowa DNR is provided.
17. Change Leadership – Elements Copyright 2007 Ruth Gunther McGrath Dissatisfaction Activities: Create a Shared Need Vision Activities: Shaping the Vision Process Activities: Mobilize Commitment Current State Transition State Future State Organization Alignment Realignment
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20.
21. Changes in the team you lead… SOURCE: U.S. Bureau of Labor Statistics; SHRM 2008 Job Satisfaction 2008. US Labor Distribution by Generation - 2020 Millennials Gen X Baby Boomers Values Realism Confidence Social Skepticism Fun Informality Optimism Involvement Work Ethic Multitasking Self-reliance Workaholics Style Participative Entrepreneur Team Player, Meetings Communication Text Messaging Email Voice-mail Direct Immediate In-person Work/Life Balance Balance Live to Work
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Editor's Notes
From American Corporate Counsel CLO Survey for 2010
From American Corporate Counsel CLO Survey for 2010
From American Corporate Counsel CLO Survey for 2010
Women, who manage differently from Men will place greater emphasis on collaboration, as well as many other attributes, as they climb the corporate ranks. Companies like ARAMARK selling services to companies run, owned, or managed by women and minorities will need sales forces that look and act like the clients they seek to sell to. For the first time in history, we have 4 generations in the workplace. In the next decade, those above 55 will be 20% of the US workforce. Generational differences have implications for employers. Gen X and younger value Work/Life Balance, and Compensation is the greatest driver. For Baby Boomers, Job Security is of utmost importance, and Communication between employees and senior management is highly valued. Interbellum – born 1900-1914 – Grew up during World War I, the Roaring Twenties and through Prohibition Greatest – born 1915-1929 – Grew up during the Depression, fought in WWII, created corporate culture in the 1950s Silent – born 1930-1944 – Born during the Depression, grew up during WWII and Korean War Baby Boomers – born 1945-1964 – Grew up during the 1960s counterculture, equal rights, and environmentalism Generation X – born 1965 -1979 – Baby bust (parents gain access to birth control) , grew up as latch-key kids (of double income or single parents) Millennials (a.ka. Gen Y or Echo Boomers) – born 1980-1999 – Boomers children, grew up as mobile phones, PCs and portable entertainment devices became affordable and readily available Moderns – born 2000-2015 – Gen-X and early Millennials ’ children born during George W. Bush and Obama presidencies ??? – born 2016-2030 – Millennials’ children (and Boomers’ grandchildren)