Cheryl Hailstrom is the new CEO of Lakeland Wonders, bringing expansive visions for change but facing resistance from senior managers. She has been CEO for six months and is wondering why her plans are not being implemented. The document discusses theories of organizational change, including that change in one area affects other parts of an organization. It also provides frameworks for analyzing drivers of and resistance to change, and strategies for effective implementation.
Traditional approaches to achieving Operational Excellence have largely failed to meet expectations. Contrary to popular opinion, the root cause of this is not a lack of leadership commitment, but rather their failure to deal with growing complexity and the Vicious Complexity Cycle. Wilson Perumal & Company has developed an alternative approach and offers a Leadership Workshop to companies that want to tackle complexity and achieve Operational Excellence.
The document describes the Adizes Management Method, which identifies four key management roles: Producer, Administrator, Entrepreneur, and Integrator. It explains that each role is necessary and focuses on a different imperative in problem solving. The document also outlines 10 stages in a company's lifecycle according to the method, from Courtship to Death. It contrasts good management styles with mismanagement styles.
This document outlines a learning outline for a chapter on organizational change. It covers key topics like defining organizational change, forces for change both internal and external, views on the change process including Lewin's three-step model, managing change through structure, technology and people approaches, issues like resistance to change and changing organizational culture, and stimulating innovation. The learning outline provides an overview of the essential concepts and issues managers must understand to effectively lead their organizations through change.
The document discusses the roles and responsibilities of managers. It defines a manager as someone who works with and through other people to accomplish organizational goals. Managers are classified into three levels: first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. The functions of managers are planning, organizing, leading, and controlling. Additionally, managers fulfill interpersonal, informational, and decisional roles. The skills needed by managers include technical, human, and conceptual skills. Customer focus and innovation are increasingly important aspects of the manager's job. Organizations are defined as having a purpose, composed of people, and a deliberate structure.
The document discusses staffing challenges during periods of organizational change such as mergers and acquisitions, restructuring, and reductions in force. It notes high stress, uncertainty, legal exposure, and erosion of morale during disruptive change. The biggest risk is that the vast majority of companies that downsize fail to cut costs or increase profits and have lower stock prices two years later. Effective change management requires adequate planning, attention to survivor effects on employees who remain, and ensuring business continuity.
Chapter 6 Decision Making The Essence Of The Managers Job Ppt06D
The document discusses decision making and the decision making process for managers. It outlines 8 steps in the decision making process including identifying the problem, criteria, alternatives, analysis, selection, implementation, and evaluation. It also discusses rational decision making and biases managers may exhibit, such as overconfidence and anchoring effects. Finally, it provides guidelines for effective decision making including understanding cultural differences, using an effective process, and embracing complexity.
Cheryl Hailstrom is the new CEO of Lakeland Wonders, bringing expansive visions for change but facing resistance from senior managers. She has been CEO for six months and is wondering why her plans are not being implemented. The document discusses theories of organizational change, including that change in one area affects other parts of an organization. It also provides frameworks for analyzing drivers of and resistance to change, and strategies for effective implementation.
Traditional approaches to achieving Operational Excellence have largely failed to meet expectations. Contrary to popular opinion, the root cause of this is not a lack of leadership commitment, but rather their failure to deal with growing complexity and the Vicious Complexity Cycle. Wilson Perumal & Company has developed an alternative approach and offers a Leadership Workshop to companies that want to tackle complexity and achieve Operational Excellence.
The document describes the Adizes Management Method, which identifies four key management roles: Producer, Administrator, Entrepreneur, and Integrator. It explains that each role is necessary and focuses on a different imperative in problem solving. The document also outlines 10 stages in a company's lifecycle according to the method, from Courtship to Death. It contrasts good management styles with mismanagement styles.
This document outlines a learning outline for a chapter on organizational change. It covers key topics like defining organizational change, forces for change both internal and external, views on the change process including Lewin's three-step model, managing change through structure, technology and people approaches, issues like resistance to change and changing organizational culture, and stimulating innovation. The learning outline provides an overview of the essential concepts and issues managers must understand to effectively lead their organizations through change.
The document discusses the roles and responsibilities of managers. It defines a manager as someone who works with and through other people to accomplish organizational goals. Managers are classified into three levels: first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. The functions of managers are planning, organizing, leading, and controlling. Additionally, managers fulfill interpersonal, informational, and decisional roles. The skills needed by managers include technical, human, and conceptual skills. Customer focus and innovation are increasingly important aspects of the manager's job. Organizations are defined as having a purpose, composed of people, and a deliberate structure.
The document discusses staffing challenges during periods of organizational change such as mergers and acquisitions, restructuring, and reductions in force. It notes high stress, uncertainty, legal exposure, and erosion of morale during disruptive change. The biggest risk is that the vast majority of companies that downsize fail to cut costs or increase profits and have lower stock prices two years later. Effective change management requires adequate planning, attention to survivor effects on employees who remain, and ensuring business continuity.
Chapter 6 Decision Making The Essence Of The Managers Job Ppt06D
The document discusses decision making and the decision making process for managers. It outlines 8 steps in the decision making process including identifying the problem, criteria, alternatives, analysis, selection, implementation, and evaluation. It also discusses rational decision making and biases managers may exhibit, such as overconfidence and anchoring effects. Finally, it provides guidelines for effective decision making including understanding cultural differences, using an effective process, and embracing complexity.
1. Effective strategic managers must work hard, have a broad perspective and comprehensive analysis skills, and think objectively to generate many ideas when making decisions.
2. Management consultants are typically involved in formulating company strategies and helping implement, evaluate, and control strategies to determine their effectiveness.
3. Social responsibility goes beyond profit-making to include responsibilities to society. There are debates around whether the sole responsibility of business is increasing profits or broader responsibilities.
The document discusses factors that impact operational management and decision-making by leaders and managers. It analyzes several theories including chaos theory, managing by objectives, Miles and Snow's theory of organizational strategies, and social responsibility. It contrasts the roles of managers versus leaders in operational management. Managers focus on allocating resources, daily operations, and internal health. Leaders emphasize team building, entrepreneurship, vision, and customer-centricity. Contemporary management requires leaders to encourage risk-taking and prepare for challenges.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
The document discusses control and organizational performance. It defines control as the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. There are three approaches to control systems: market control using external measures, bureaucratic control emphasizing rules and procedures, and clan control regulating behavior through shared culture. The control process has three steps - measuring performance, comparing to standards, and taking action on deviations. Managers use various tools for organizational performance including financial ratios, budgets, balanced scorecards, and benchmarking.
IN THIS PRESENTATION YOU WILL FIND ALL TOPICS RELATED TO PRINCIPLES OF MANAGEMENT AND EACH TOPIC IS EXPLAINED BY ME WITH FULL DETAIL AND WITH FULL UPDATES ACCORDING TO NEW SYLLABUS.IN THIS PPT MANY PICTURES ARE ALSO THERE WHICH IS MOST IMPORTANT INSTRUMENT IN PPT.IF ANY QUERY SO PLZ CONTACT ME 9780529658 AND PLEASE TRY TO LEARN THE CONCEPT.IN THIS PPT MANY TOPICS ARE THERE IN PROPER ORDER.YOU WILL FIND THE PRINCIPLES OF FAYOL AS WELL AS PRINCIPLES OF TAYLOR.THE TECHNIQUES OF TAYLOR ARE ALSO THERE IN MY PPT.SIMPLINESS IS MINE PPT ADWANTAGE THAT YOU WILL DEFINATELY LIKE.PLEASE LIKE SHARE AND FOLLOW ME AND IF ANY QUERY SO PLZ CONATACT ME OR HIT COMMENT BACK.I WILL BW DEFINATELY THERE TO ANSWER YOU.
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.
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
The document discusses traditional strategy development and planning versus dynamic strategic simulations. Traditional approaches have shortcomings like not anticipating unexpected changes, not involving managers in developing commitment to the strategy, and not building in checks and balances. Dynamic strategic simulations like CapsimETX address these issues by involving decision-makers in developing strategies through learning simulations. CapsimETX also enhances business ethics learning by presenting real-world ethics cases and connecting team decisions to long-term impacts on the simulated company.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
This position involves managing human resources projects related to legal compliance for a company that provides equipment to the solid waste and recycling industry. Key responsibilities include ensuring compliance with employment laws, managing vendors, developing HR programs, and leading safety and security initiatives. The ideal candidate has 5 years of related experience in safety, security, and legal compliance with a bachelor's degree and knowledge of employment and labor laws.
The document discusses employee empowerment and time management. It defines empowerment as providing employees autonomy and control over their work. It lists ways to empower employees such as expressing confidence, allowing participation in decisions, and freedom in job performance. There are three levels of empowerment from encouraging effective roles to involving employees in improvements. Empowerment benefits include enhanced productivity and motivation. While it can increase risk and issues with unions, overall empowerment is positive when done correctly. The document also discusses the importance of time management, common time management mistakes, and advantages of effective time management.
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
Negotiation Based Performance Management and AppraisalsMcGraw-Hill
How to get performance reviews to work? Particularly when it's almost impossible to OBJECTIVELY evaluate employee performance? In this presentation to an HR conference in New York, Robert Bacal explains the need to move away from manager's dictating the process, to a more balanced position where employee and manager actually negotiate throughout the performance management process.
In search of employee engagement, the process of working WITH employees if far more powerful than doing things TO them.
This document provides an outline for a chapter on strategic management. It discusses key topics like the strategic management process, types of organizational strategies, and competitive advantage. The strategic management process involves 6 steps: identifying the organization's mission and goals, doing an external and internal analysis, formulating strategies, implementing strategies, and evaluating results. There are three main types of corporate strategies - growth, stability, and renewal. Business-level strategies focus on how the organization will compete in each business unit. Competitive advantage is an organization's distinctive edge that can be achieved through quality.
Next practices 7 steps to moving your organization beyond the status quoScott Hamilton
The document discusses the concept of "next practices", which are future-driven strategic solutions for organizations to anticipate and respond to challenges. It outlines 7 steps for moving beyond conventional best practices and status quo thinking, including developing next practice intelligence, taking a cross-functional approach, and emphasizing collaboration. Next practices require transforming hierarchies into collaborative and transparent cultures with shared responsibility and accountability.
The document discusses key questions around what makes a great workplace and how organizations can create and sustain great workplaces. It then summarizes the findings of a study assessing organizations in India's retail sector. Some key findings:
- Organizations of all sizes can be great workplaces, but the best tend to offer more benefits like flexible schedules, paid vacations, health benefits, and development opportunities.
- The best workplaces in retail face less attrition, hire more through internal referrals, and ask fewer employees to leave involuntarily.
- Employee perceptions of the best workplaces are more positive in areas like fair pay, unique benefits, and management delivering on promises.
- Overall, organizations identified as having great
Creating incremental value that lasts a lifetimeMendel Kurland
It’s difficult to imagine competing against people who are already “doing everything right.” Most extraordinary companies and entrepreneurs follow a similar path to create their success over time. In this session, learn how to pave the path to success with an iterative, intentional and habit-based approach to business.
1. Effective strategic managers must work hard, have a broad perspective and comprehensive analysis skills, and think objectively to generate many ideas when making decisions.
2. Management consultants are typically involved in formulating company strategies and helping implement, evaluate, and control strategies to determine their effectiveness.
3. Social responsibility goes beyond profit-making to include responsibilities to society. There are debates around whether the sole responsibility of business is increasing profits or broader responsibilities.
The document discusses factors that impact operational management and decision-making by leaders and managers. It analyzes several theories including chaos theory, managing by objectives, Miles and Snow's theory of organizational strategies, and social responsibility. It contrasts the roles of managers versus leaders in operational management. Managers focus on allocating resources, daily operations, and internal health. Leaders emphasize team building, entrepreneurship, vision, and customer-centricity. Contemporary management requires leaders to encourage risk-taking and prepare for challenges.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
The document discusses control and organizational performance. It defines control as the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. There are three approaches to control systems: market control using external measures, bureaucratic control emphasizing rules and procedures, and clan control regulating behavior through shared culture. The control process has three steps - measuring performance, comparing to standards, and taking action on deviations. Managers use various tools for organizational performance including financial ratios, budgets, balanced scorecards, and benchmarking.
IN THIS PRESENTATION YOU WILL FIND ALL TOPICS RELATED TO PRINCIPLES OF MANAGEMENT AND EACH TOPIC IS EXPLAINED BY ME WITH FULL DETAIL AND WITH FULL UPDATES ACCORDING TO NEW SYLLABUS.IN THIS PPT MANY PICTURES ARE ALSO THERE WHICH IS MOST IMPORTANT INSTRUMENT IN PPT.IF ANY QUERY SO PLZ CONTACT ME 9780529658 AND PLEASE TRY TO LEARN THE CONCEPT.IN THIS PPT MANY TOPICS ARE THERE IN PROPER ORDER.YOU WILL FIND THE PRINCIPLES OF FAYOL AS WELL AS PRINCIPLES OF TAYLOR.THE TECHNIQUES OF TAYLOR ARE ALSO THERE IN MY PPT.SIMPLINESS IS MINE PPT ADWANTAGE THAT YOU WILL DEFINATELY LIKE.PLEASE LIKE SHARE AND FOLLOW ME AND IF ANY QUERY SO PLZ CONATACT ME OR HIT COMMENT BACK.I WILL BW DEFINATELY THERE TO ANSWER YOU.
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.
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
The document discusses traditional strategy development and planning versus dynamic strategic simulations. Traditional approaches have shortcomings like not anticipating unexpected changes, not involving managers in developing commitment to the strategy, and not building in checks and balances. Dynamic strategic simulations like CapsimETX address these issues by involving decision-makers in developing strategies through learning simulations. CapsimETX also enhances business ethics learning by presenting real-world ethics cases and connecting team decisions to long-term impacts on the simulated company.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
This position involves managing human resources projects related to legal compliance for a company that provides equipment to the solid waste and recycling industry. Key responsibilities include ensuring compliance with employment laws, managing vendors, developing HR programs, and leading safety and security initiatives. The ideal candidate has 5 years of related experience in safety, security, and legal compliance with a bachelor's degree and knowledge of employment and labor laws.
The document discusses employee empowerment and time management. It defines empowerment as providing employees autonomy and control over their work. It lists ways to empower employees such as expressing confidence, allowing participation in decisions, and freedom in job performance. There are three levels of empowerment from encouraging effective roles to involving employees in improvements. Empowerment benefits include enhanced productivity and motivation. While it can increase risk and issues with unions, overall empowerment is positive when done correctly. The document also discusses the importance of time management, common time management mistakes, and advantages of effective time management.
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
Negotiation Based Performance Management and AppraisalsMcGraw-Hill
How to get performance reviews to work? Particularly when it's almost impossible to OBJECTIVELY evaluate employee performance? In this presentation to an HR conference in New York, Robert Bacal explains the need to move away from manager's dictating the process, to a more balanced position where employee and manager actually negotiate throughout the performance management process.
In search of employee engagement, the process of working WITH employees if far more powerful than doing things TO them.
This document provides an outline for a chapter on strategic management. It discusses key topics like the strategic management process, types of organizational strategies, and competitive advantage. The strategic management process involves 6 steps: identifying the organization's mission and goals, doing an external and internal analysis, formulating strategies, implementing strategies, and evaluating results. There are three main types of corporate strategies - growth, stability, and renewal. Business-level strategies focus on how the organization will compete in each business unit. Competitive advantage is an organization's distinctive edge that can be achieved through quality.
Next practices 7 steps to moving your organization beyond the status quoScott Hamilton
The document discusses the concept of "next practices", which are future-driven strategic solutions for organizations to anticipate and respond to challenges. It outlines 7 steps for moving beyond conventional best practices and status quo thinking, including developing next practice intelligence, taking a cross-functional approach, and emphasizing collaboration. Next practices require transforming hierarchies into collaborative and transparent cultures with shared responsibility and accountability.
The document discusses key questions around what makes a great workplace and how organizations can create and sustain great workplaces. It then summarizes the findings of a study assessing organizations in India's retail sector. Some key findings:
- Organizations of all sizes can be great workplaces, but the best tend to offer more benefits like flexible schedules, paid vacations, health benefits, and development opportunities.
- The best workplaces in retail face less attrition, hire more through internal referrals, and ask fewer employees to leave involuntarily.
- Employee perceptions of the best workplaces are more positive in areas like fair pay, unique benefits, and management delivering on promises.
- Overall, organizations identified as having great
Creating incremental value that lasts a lifetimeMendel Kurland
It’s difficult to imagine competing against people who are already “doing everything right.” Most extraordinary companies and entrepreneurs follow a similar path to create their success over time. In this session, learn how to pave the path to success with an iterative, intentional and habit-based approach to business.
This document summarizes a presentation on developing personal communication skills. It discusses why personal communications are important, different types and styles of personal communication, the definition and importance of charisma, techniques of influence and persuasion from Dale Carnegie's book, and how to handle difficult people. The learning objectives are to increase attractiveness and charisma, learn ways to influence and persuade others, and handle difficult people effectively.
This document summarizes 12 tactics for real estate agents to thrive during market shifts or downturns as outlined in the book SHIFT by Gary Keller. The tactics discussed include maintaining a positive mindset, cutting expenses, leveraging resources, ramping up lead generation activities, improving lead conversion rates, using internet marketing strategies effectively, pricing listings ahead of the market, staging homes well, creating urgency for buyers, and using creative financing options. The document provides examples and explanations for how to implement each tactic.
Opening session of our Spring Ladies' Retreat - Rested, Reconnected, and Restored. This session was RESTED and we focused on a listening prayer exercise called "The Garden of My Heart"
The document provides an overview of an eBook titled "The Rewired Resolution: Eight Ways to Work Smarter, Live Better, and be More Productive". The eBook outlines eight steps to rewire one's life from an overwired state by stopping unproductive habits and starting new productive habits. The eight steps are: 1) Stop running full out and start recharging regularly, 2) Stop letting technology use you and start using technology, 3) Stop shifting clutter and start organizing and simplifying, 4) Stop worrying about work-life balance and start focusing on what energizes you, 5) Stop multitasking and start unitasking, 6) Stop saying "yes" and start saying "no",
The document profiles Rani, an Indian model who found new hope through Joyce Meyer's books after suffering a setback, and shares excerpts from letters thanking the ministry for its impact in transforming lives around the world, including freeing people from drugs and darkness in Iran and Saudi Arabia. It also shares Rani's dream of meeting Joyce in person which came true in Australia, restoring her life and faith through Joyce's teachings.
This production schedule outlines the filming details for 5 scenes of the project "Bio-Dead" over 3 days in October. It lists the directors, locations, required props, crew, and potential health and safety issues for each scene. Scenes 1 and 2 will take place on the 1st in the common room and media room respectively. Scenes 3 and 4 are scheduled for the 2nd in the school car park and 3rd in the pit top. Scene 5 returns to the green screen room on the 2nd. Each scene involves Connor Cooke, Richard Willis and Steffan Harris as directors.
This document discusses rewiring an organization to improve performance through better connections and information sharing. It recommends aligning objectives, behaviors, and tools to support collaboration in key areas like recruiting, education, workforce management, innovation, risk management, and engagement. By reimagining relationships in these core functions and building an open culture of real-time knowledge sharing, an organization can attract top talent, keep employees learning and innovative, discover hidden skills, identify problems early, and increase employee passion to drive better performance through impactful connections.
The document discusses rewiring one's career. It notes that some people may need to rewire their career because their original career path was not a good fit, their career has changed, or they are experiencing overload or crisis. It then discusses headlines about older workers staying in the workforce longer or taking longer to find jobs due to factors like the global financial crisis or declining superannuation and shares. The document evaluates one's satisfaction with various aspects of their current occupation and position. It introduces Maslow's hierarchy of needs and how career fulfillment relates to it. Finally, it poses questions on direction, marketing oneself, and strategies for rewiring one's career, and offers career coaching support.
This is meant for leveling up on leadership concepts for new leaders attending development sessions, as in workshops, coaching sessions and the like, by Elijah Consulting Pte Ltd. Visitors are of course welcome. Share if you find it useful for you!
Masculinity is in crisis! It's time to rethink it. We need aspirational and inspirational leadership that supports me individually, in the family and in business.
Presentation for the Graduate Certificate in Higher Education at Deakin University by Colin Warren & Joyce Seitzinger. Covers online identity, personal learning networks, mobile learning, visual learning, filtering, sharing, digital curation and creation of artefacts.
Think Differently: Re-imagining Resource Management in a Disruptive AgeRally Software
The document discusses how companies need to rethink their approach to resource management in today's disruptive age. Some of the key points made include: (1) adopting agile project management with smaller batches delivered in shorter iterations, (2) utilizing stable teams to improve productivity, responsiveness, and predictability, (3) limiting work in process and multitasking to improve flow, and (4) taking a team-driven approach to capacity planning. The document advocates focusing on customer interaction, differentiation through enabling thinking time, and finishing work quickly to realize value.
This document discusses critical thinking, creative thinking, problem solving, and decision making. It explains that critical thinking involves gathering information, analyzing it in different ways, and evaluating it to gain understanding or make a decision. Creative thinking combines existing elements in new ways or generates new ideas by seeing relationships. The document provides tips for improving critical and creative thinking skills. It also outlines a seven-step process for solving problems and making decisions that involves defining the issue, examining options, choosing a solution, and reevaluating.
- The document discusses how the brain can be rewired through neuroplasticity and how experiences shape neural connections. Repeated activation of neural pathways strengthens those connections while inactive pathways weaken over time.
- It also describes the different roles of the left and right hemispheres, with the right hemisphere specialized for holistic, emotional processing and the left for language and analytical thinking. Chronic stress can impact brain structures like the hippocampus and prefrontal cortex.
Quality circles are voluntary groups of employees who meet regularly to discuss and solve work-related problems. They aim to improve quality and productivity through employee participation in decision-making. Quality circles were developed in Japan in the 1960s and introduced to the US in the 1950s and 1970s. They can be an effective tool if properly implemented, though issues like inadequate training, unclear purpose, and lack of management support can limit their effectiveness.
The document discusses how to think clearly under pressure to achieve operational excellence. It outlines 8 tough choices that must be made: 1) defining goals, 2) engaging leadership, 3) scoping processes and prioritizing, 4) measuring success, 5) developing capabilities, 6) organizing roles, 7) building sustainable cultures, and 8) avoiding barriers. Clear thinking is important for dealing with everyday pressures so people are prepared when pressure is high. Leadership must engage others, understand capabilities, and role model behaviors to ensure everyday performance is a company's best.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
The document discusses strategies for motivating employees in the new knowledge-based economy. It recommends creating a family-like community within the company by developing the company's strategy with employees, orienting new employees, holding quarterly information-sharing meetings, sponsoring social events, and offering profit-sharing compensation. When these practices are implemented to foster strong communication and alignment around goals, employees are more likely to be motivated and the company more productive and profitable.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
The document discusses strategies for aligning employees with company goals to increase productivity and profits. It recommends developing a long-term strategy with employees, providing comprehensive orientation for new hires, holding quarterly meetings to share progress, sponsoring social events to build camaraderie, and offering profit-sharing compensation. When a company fosters a strong social environment and family-like community, employees are more motivated and the business is more likely to succeed.
"Secrets to Home Health Agency Success"C Sam Smith
Axxess Home Care Evangelist C. Sam Smith shares cultural ideas which position agencies to become agile and successful in today's rapidly changing healthcare environment. For information about the US' fastest growing home health software, go to: http://axxessweb.com
The document summarizes the key elements of marketing management. It describes marketing management as allocating organizational resources toward marketing activities and being responsible for directing marketing funds. It then outlines the four steps of the marketing management cycle: 1) planning through environmental scanning, 2) implementation by putting plans into action, 3) monitoring plans and tracking changes, and 4) correction by taking action to adjust plans based on monitoring feedback.
The McKinsey 7S framework analyzes seven internal elements of an organization that must be aligned for it to be successful: strategy, structure, systems, shared values, style, staff, and skills. It was developed in the 1980s to improve company performance and examine the effects of changes. The model asserts that all elements are interconnected, so a change in one requires changes in the others. It can be used to align departments, implement strategies, and determine the best path forward for an organization.
Tim Wade - 8 Pillars of Profitable ProductivityTim Wade
Extended notes version of the presentation delivered by Tim Wade to over 600 HR professionals at the HR Summit in Singapore on 26 May 2011.
More value and videos at www.timwade.com
Tim Wade, Motivational Speaker Singapore.
Experiences in my profession are shared. I will be requesting like minded people for a collborative activity. Job Knowledge is certainly essential but more than that a person behind the job skills is more important.
This document outlines an agenda for a leadership and management training course. It includes introductions, a discussion on the differences between leadership and management, strategic planning tools like SWOT analysis, developing leadership skills, managing staff, and dealing with difficult situations. The document provides guidance, examples, and prompts for group discussions and activities on various topics related to leadership, management, communication, and organizational development.
This document outlines Dr. Deming's 14 principles for managing organizations. The principles focus on continuous improvement, eliminating waste, cooperation between departments, and empowering employees through training and eliminating fear. The goal is to build quality into processes from the start to reduce inspection and continuously improve systems, products and services to increase quality and productivity while reducing costs.
This document discusses business ethics and provides guidance on establishing an ethical work environment. It defines ethics and explains why business ethics are important. It also outlines key features of an effective compliance and ethics program, the role of a corporate ethics officer, how management can influence employee behavior, and a seven step process for ethical decision making. Finally, it includes a ten item checklist for managers to establish an ethical work environment in their organization.
10 Things HR Can Do to Help Align an Organization's GoalsSumTotal
The document summarizes 10 things that HR can do to help align an organization's goals, including:
1) Understanding the business goals set by executives and cascading them down the organization.
2) Ensuring goals are consistent, measurable, and employees have support to achieve them.
3) Monitoring progress and compliance to identify gaps and ensure accountability.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
How will Human Resources Departments meet the demands of "Workforce 2020"? The HR Community within the Americas' SAP Users Group (ASUG) is taking the journey with you. In May 4-7, 2015 in Orlando, Florida, we are delivering extraordinary content within the larger SAPPHIRE - ASUG 2015 conference
SAPPHIRE-ASUG 2015 Conference: HR Conference within the Conference brought t...Sherryanne Meyer, SHRM-SCP
Thinking about, planning to or already registered for the annual SAPPHIRE-ASUG conference at www.sapandasug.com? If you're an HR professional or IT Professional interested in HR solutions, then this content is for you. This year, the Americas SAP Users Group (ASUG) is delivering a "Conference within a Conference" -
A complimentary pre-conference on May 4th
A feature keynote for the HR audience by Mike Ettling, SAP's President of the HR Line of Business
20 hours of Customer-driven educations sessions
5 hours of hands-on demonstrations - YOU test drive the software
5 hours of Customer Engagement Activities
plus coverage of vital topics in the ASUG News Studio,
Roundtable Discussions and
Meet the Experts opportunities.
This is a grid of the Human Capital Management customer case studies, demos, discussions and more at the 2011 SAPPHIRE-ASUG ANNUAL CONFERENCE in Orlando, FL.
This document summarizes Air Products and Chemicals' talent management system which is enabled by SAP. It discusses how Air Products uses SAP to support a global "one company" philosophy across 25 countries. Key functions like compensation, appraisals, succession planning, and performance reviews are managed through centralized SAP processes. The system provides structure and security roles to standardize manager responsibilities and limit access to sensitive employee data. It allows Air Products to effectively deliver their strategic goals and enhance talent processes on a global scale through an integrated SAP system.
This document provides an overview of Air Products and Chemicals, Inc. It discusses that Air Products is a global leader in industrial gases that has been in business for over 70 years. It operates in over 40 countries with 19,000 employees. The document outlines Air Products' values of innovation, responsibility and service. It also describes how Air Products aims to empower its employees to succeed both individually and as a team. Finally, it discusses how Air Products has implemented SAP systems globally to help standardize processes and enable it to operate as one unified company around shared goals and objectives.
This seminar provides an overview of SAP's fully integrated talent management solution and how organizations can maximize its value to meet HR and business needs from recruiting to retaining top talent. Attendees will learn about building an organizational structure to support talent acquisition and development, using SAP for e-recruiting and onboarding, integrating learning management with skills tracking, managing performance and compensation, implementing succession planning, and utilizing workforce analytics. Experts from SAP and partner firms will provide guidance and case studies on enabling self-service functionality and optimizing the talent management lifecycle within SAP.
Dynamic Actions can be used in SAP to trigger automatic processing either in the foreground or in the background in SAP. This functionality can be quite powerful, resulting in better data integrity as you use these to create controls and parameters for data entry by your power users. The functionality as delivered in the IMG, however, does appear to be limited. How can you make these dyanmic actions more accessible to manage things like hundreds of different tax authorities? How can you use the dynamic action to update fields versus simply creating new data? This presentation will show you how to maximize the use of dynamic actions in your SAP HR Functionality using ABAP code and creativity.
Learn how we used Quick Viewer, an SAP delivered reporting tool to improve our HR reporting capabilities without employing ABAP skills and to satisfy Sarbanes-Oxley requirements. Presentation provides step by step instructions for creating a Quick View report, saving it as an SAP Query and converting it to a transaction that can be applied to end-user roles.
Most users laugh when they hear the words "SAP" and "Simple" in the same sentence. But we have found creative ways of managing our SAP deployment with SAP delivered functionality. All it takes is knowing what tools are available and a bit of creativity in using the tools. Read our examples and think about how to develop your own simple SAP environment.
The document discusses Air Products' implementation of a global SAP template to standardize its HR processes across over 40 countries. It describes the challenges they faced with inconsistent data and processes. Air Products worked closely with SAP and leveraged tools like the Service Marketplace to develop a template addressing these challenges and enabling global reporting, support and compliance. The global template standardized key areas while accommodating country-specific needs through configurations.
Seven Habits For Highly Successful Use Of Organization
1. Seven Habits for Highly Successful Use of Organization Management Sherryanne H Meyer Manager, SAP Employee Systems Air Products and Chemicals, Inc.
2. 2 Introduction – Who is Air Products? A leader in world markets for seven decades 40 countries 19,000 employees A Fortune 500 company Innovative Responsible Supplier of Gases, Chemicals, Performance Materials, Equipment and Services
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4. How we use SAP ECC5.0 One single global instance for HR One single global instance for ERP (FI, MM, SD< PP, EH&S) Portal 5.0 ITS 4.6D/6.20 for ESS Content Server 6.40 APO SCM 4.10 BW 7.00 GTS 2.0 Netweaver 6.40 4
5. Country Deployments UK Ireland Belgium Netherlands Germany France Poland Czech Republic Slovakia Canada United States Spain, Italy, Portugal Israel Egypt Brazil Indonesia, Singapore, Malaysia China, Hong Kong Japan, Korea, Taiwan 5 5
29. Achieving Success with OM in SAP HR “Habits are powerful factors in our lives. Because they are consistent, often unconscious patterns, they constantly, daily express our character and produce our effectiveness…or ineffectiveness.” - Stephen R. Covey, The 7 Habits of Highly Effective People Habits are the intersection of Knowledge (the what), Skills (the how) and Desire (the motivation) Success results from effectively directing Knowledge, Skills and Desire to follow a new “map” Engage others to move along a continuum from independence to interdependence 8
31. Habit #1: Be Proactive Choose how to respond to stimulus (change) Prepare your organization for change Find solutions to problems raised Put someone in charge who can LEAD the charge to change Assess situations and develop positive responses Solve problems by changing habits Influence the outcome by listening to the input Change the paradigms We see things not as they are but as we are conditioned to see them (Old Woman) To make large changes such as this – be willing to work on your company’s basic paradigms 10
32. Diverse Ideas 11 China Labor Laws USA Tax Regs Poland Work Contracts Brazil Dissidio
33. Habit #2: Begin with the End in Mind Become principle centered Work towards discarding old practices by creating a vision of the new order Use Imagination and Creativity What are our values Where do we want to go in the future What are the company’s long term goals Set your priorities and establish principles to support these Decisions Guidelines Roles and Responsibilities 12
34. As a rule, we find what we look for; we achieve what we get ready for. ~ James Cash Penney 13
35. Habit #3 – Put first things first Develop the management – the discipline – to carry things out Identify key roles to support your new OM model Who will own the process? Who will decide the structure, the data fields? Who will use the data and how will it be used? Who will manage the actual data and do data entry? Delegate, Trust, Empower * * * * Trust is the highest form of human motivation * * * * Focus Prevention Organize, plan processes 14
36. Habit #4 – Think Win Win Have an Action Plan that will achieve mutual benefit All parties feel good about decisions All parties are committed to the plan Reward and recognize win/win behavior – these will be your OM leaders Avoid the squeaky wheel Avoidinadvertently rewarding negativity A merging of values Requires Courage and Consideration 15
37. Elements of Win Win Desired Results (not methods) identify what is to be done Example ~ Compensation Planning should be done only by managers of a certain level Guidelines specify the how results will be accomplished Example ~ Comp Planning Managers must be > Grade 115 Resources identify the human, technical, financial or organizational support available to help accomplish the result Example ~ A centralized team will accomplish org structure Accountability sets standards of performance Example ~ KPI = 4 day turnaround for position change Consequences – natural and logical – are happens when the above fail. Example ~ If 4 day turnaround timeframe is exceeded, Employee Help Center will receive increased number of calls. 16
38. Habit #5 – Seek first to understand, then be understood Know how org management works – what it supports – what your team decisions are Then engage the rest of the company in understanding it Ethos – ethics / credibility Pathos - empathy Logos – the logical side of your presentation Don’t totally discount challenges – learn from them – but don’t allow them to derail you from your earlier decisions (think win-win) 17
40. Habit #6 - Synergize Synergy = the whole is greater than the sum of it’s parts Leverage the individual differences across culture and country to create a whole that is greater than it’s parts Mutual trust and understanding solves conflicts - Find a better solution than what can be found alone New insights New perspectives Value the differences Concede that we can both be right 19
41. Habit #7 – Renewal and Continual Improvement Find the balance between producing and improving Understand Production Capability - Staff appropriately Start with expert and productive help Over time you may be able to move to less Build “customer” loyalty -- Your other processes are going to rely on this person – to gain buy-in from managers and employees Ensure continued process ownership Regularly assess the health of your processes Make decisions about changes holistically 20
42. 21 Return on Investment Is OM work initially? YES – but the benefits pay off The benefits – Data integrity cost avoidance Data Privacy and SOX Compliance Compensation Planning has avoided disparate and “paper” or Excel-based systems Appraisal processes have ensured 95% compliance globally Structural Security, Org Management Relationships ensure managers see details about employees only for the timeframe the employees are in their organization Position Management controls access to sensitive data A comprehensive view of an employee’s “life” cycle
43. 22 Best Practices Reliance on Org Management as the cornerstone of your SAP deployment Establish roles and responsibilities for OM Process Owners Guidelines An OM data management team Design your OM model with an eye towards meeting your company’s future objectives Maintain your OM model with continued monitoring, assessment, and holistic decision making
44. 23 Key Learnings THINK DIFFERENTLY – Be willing to change your paradigms and those of others LEAD your organization thru development of a future Vision DEVELOP GUIDELINES to be followed globally EMPOWER a data management team to be the experts in implementing these guidelines MANAGE THE CHANGE with all levels of the company BUILD TRUST across boundaries, organizations, processes NURTURE GROWTH – Continually assess your processes and be willing to adjust
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Editor's Notes
A mixed bag of products. And not ones most people associate witha company like Air Products. Because they’re not our products.They’re our customers’. But those, and thousands of others, haveAir Products’ expertise built into them. We make them better,and in some cases we make them possible.
The way we see things has a profound impact on our success.
Discard old practicesFor most of us, who came from separate and distinct HR systems and practices within countries or regions, our current method of managing organizations has evolved as our companies grew and were put together like pieces of a puzzle -- Each puzzle piece having its own practices. These practices evolve and are sustained out of a collection of [character] habits. Habits consist of Knowledge Skills Desire Knowledge allows us to know what to doSkills allows us to know how to do itDesire gives us the motivation to do it
Practices are for specific situationsPrinciples have universal - global - applications The creative process is most terrifying because you don’t know exactly what’s going to happen or where it’s going to lead. You don’t know what new dangers or challenges you’ll encounter. It takes an enormouse amount of personal security
JC PENNEY: said the wisest decision he ever made was to LET GO – resulting in hundreds of stores…With a vision established, guidelines built, now is the time to empower the team to manage this.
Avoid resentment that breeds from lose/win or win/lose scenarios.
Now – with all of our differences – we’ve reached the point where we are trying to work together - to manage resources and accomplish results. INTERDEPENDENCE. How do we do it? How do we transcend individual perceptions to enable open communication?
Synergy is everywhere – if you plant two plants close to each other, the roots comingle and improve the quality of the soil so that both plants will grow better together than if they were separated.
Move from defensive (lose/win or win/lose) to respective (compromise) to synergistic (win/win) – and Understanding. Recall the picture of the young woman/old lady. You see the old lady – I see the young woman. We’re both looking at the same picture. But we interpret them differently because we’re conditioned to interpret them differently. How much negative energy is expended when people try to solve problems or