Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
Developing Service Culture For SCA from Organizational DesignSeta Wicaksana
Competitive advantages based on pricing, product, or processes are often short-lived. And let’s face it, it’s no easy task to drive continuous growth and sustain a competitive edge in your industry. Market conditions can be volatile. Competitors are constantly nipping at your heels with shiny new products. Technology is evolving at a breakneck pace. Customers are demanding faster, more responsive, and personalized service. Employee values and expectations are shifting, with Millennials now comprising the largest generational cohort in the workforce.
One competitive advantage you can leverage consistently—a differentiator that can’t be duplicated—is your company culture. Your culture is unique to your organization, helping to shape your company’s brand identity, improve employee retention, and inspire and motivate your people. Companies are awakening to the business value of strong company culture; eighty-two percent of people responding to Deloitte’s 2016 Global Human Capital Trends survey characterized company culture as a potential competitive advantage.
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
This is my final presentation in Human Relation Class at Sampoerna University. The material of this presentation is taken from Human Resources Champion's Book by Dave Ulrich Chapter 2 & 3.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
Developing Service Culture For SCA from Organizational DesignSeta Wicaksana
Competitive advantages based on pricing, product, or processes are often short-lived. And let’s face it, it’s no easy task to drive continuous growth and sustain a competitive edge in your industry. Market conditions can be volatile. Competitors are constantly nipping at your heels with shiny new products. Technology is evolving at a breakneck pace. Customers are demanding faster, more responsive, and personalized service. Employee values and expectations are shifting, with Millennials now comprising the largest generational cohort in the workforce.
One competitive advantage you can leverage consistently—a differentiator that can’t be duplicated—is your company culture. Your culture is unique to your organization, helping to shape your company’s brand identity, improve employee retention, and inspire and motivate your people. Companies are awakening to the business value of strong company culture; eighty-two percent of people responding to Deloitte’s 2016 Global Human Capital Trends survey characterized company culture as a potential competitive advantage.
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
This is my final presentation in Human Relation Class at Sampoerna University. The material of this presentation is taken from Human Resources Champion's Book by Dave Ulrich Chapter 2 & 3.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
The Role of Strategic Direction in Organisational DesignSwarnaLakshmi26
The Role of Strategic Direction in Organisational Design PPT,
Slideshare for The Role of Strategic Direction in Organisational Design, The Role of Strategic Direction in Organisational Design Slideshare
Scott droney - presentation on strategic managementScott Droney
All businesses go through a period when you doubt if it's all working as you wanted, being able to refer back to a business plan is useful during these periods as it can help to refocus your thoughts.
Similar to Strategy Organizational Design Effectiveness and Managing Change.pdf (20)
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi UP
• Pembina Yayasan Humanika Edukasi Indonesia
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021),Psikologi Industri dan Organisasi (2021),Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca SarjanaEkonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara
5. Zappos: An Organization Designed
to Deliver Happiness
• Zappos: Success through customer service
➢ Customer service all in-house
➢ No scripts or timed calls
• Flat Organizational Structure = Flexibility
➢ Job rotation = trained talent
➢ 4 weeks of orientation training
❖ Including 2 weeks on customer service phones.
9. Strategy, Organizational Design,
and Effectiveness
Organizations exist to attain goals and top managers give direction to
organizations.
This session explores strategic direction in organizations in terms of
the types of goals and strategies that top management develops, as
well as two frameworks for determining strategic action.
Several approaches are then explored for measuring organizational
effectiveness.
10. The Role of Strategic Direction in
Organizational Design
11. The Role of Strategic Direction in
Organizational Design
• The primary responsibility of top management is to
determine an organization’s goals, strategy, and
design, therein adapting the organization to a
changing environment.
• Direction setting begins with an assessment of
opportunities and threats in the environment and an
evaluation of internal strengths and weaknesses.
• Then the company can determine its mission, goals, and strategies.
• Organizational design reflects the way goals and strategies are implemented.
• This is the role of organization theory.
• Consider how organization design is affected by The choice of goals and strategy. New goals
and strategies are often selected based on environmental needs, and then top management
attempts to redesign the organization to achieve those ends.
• Performance measurements feedback into the internal environment, so that past
performance of the organization is assessed by top management in setting new goals and
strategies for the future.
• Choices that top management makes about goals, strategy, and organizational design have a
huge impact on organizational effectiveness.
12. Organizational
Purpose
• Purpose may be referred to as the overall goal or mission.
• Different parts of the organization establish their own goals to
help the organization achieve its overall purpose.
• Purpose refers to why you do what you do, not what you do or
how you do it but why you do it.
• Purpose has been shown to positively impact employee
engagement and commitment to an organization thereby
impacting organizational effectiveness.
13. Mission
• The official overall goal for an organization is its mission.
• The mission describes the organization's vision, its shared
values and aspirations, and its reason for existence.
14. Operative goals
• Refer to the ends sought through operating procedures and
describe specific measurable outcomes in the short run. These
goals concern overall performance, boundary spanning, and
maintenance, adaptation, and production activities.
• Overall performance goals may be expressed in terms of
profitability, delivery of service, growth, or volume.
• Resource goals pertain to the acquisition of needed material
and financial resources.
• Market goals relate to the market share or market standing
desired.
• Employee development goals pertain to the training,
promotion, safety, and growth.
• Innovation and change goals pertain to internal flexibility and
readiness to adapt to unexpected changes in the environment.
• Productivity goals concern the amount of output achieved
from available resources.
16. The Importance of Goals
• The mission or official goals provide legitimacy to stakeholders and overall direction for the
company.
• In contrast, operative goals provide employee direction and motivation, decision guidelines, and
criteria of performance.
• An increasing number of companies are now using triple-bottom-line accounting - a system that
assesses their environmental and social performance as well as their financial performance.
17. A Framework for Selecting Strategy and Design
• A strategy is a plan for interacting with the competitive environment to achieve
organizational goals. Goals define where the organization wants to go and
strategies define how the organization will get there.
20. Porter’s
Competitive
Strategies
Michael Porter introduced a framework
describing four competitive strategies.
To use this model, managers evaluate
two factors: competitive advantage and
competitive scope.
Whether the organization competes on
a broad or narrow scope determines
the selection of strategies.
Low-cost leadership strategy involves
techniques for excelling at cost
reduction and efficiency, with broad
competitive scope.
Differentiation strategy strives to
create and market unique products by
innovative product characteristics and
advertising.
Focus strategies concentrate on a
narrow market or buyer group. The
company tries to achieve either a
focused low-cost or a focused
differentiation advantage within a
narrowly defined market.
22. Miles and
Snow’s
Strategy
Typology
Raymond Miles and Charles Snow assume that managers
create strategies congruent with the external environment.
Organizations strive to fit internal organization characteristics
and strategy to the external environment.
The prospector strategy involves innovation, taking risks,
seeking out new opportunities and growth.
The defender strategy involves retrenchment, focusing on
stability and seeking to keep current customers without
innovation or growth.
The analyzer strategy lies between the prospector and
defender by efficiently maintaining a stable business for
current product lines, while innovating on the periphery.
The reactor approach is really just responding in an ad hoc
manner to environmental threats and opportunities, without
a real long-range plan.
23.
24. How Strategies
Affect
Organizational
Design?
Design must support the firm’s
competitive approach. For
example, if the organization
uses the low-cost leadership or
defender strategy, the design
should be focused on efficiency,
whereas if the organization uses
the differentiation or
prospector strategy, the design
calls for a learning
organizational structure with
strong horizontal coordination
mechanisms to increase
collaboration and teamwork
26. Assessing Organizational
Effectiveness
• It is important to differentiate organizational
effectiveness from efficiency.
• Effectiveness is the degree to which an
organization realizes its multiple goals.
• Efficiency refers to the resources used to
produce outputs (ratio of inputs to outputs).
• Effectiveness is often difficult to measure in
organizations, especially those that are large,
diverse, fragmented and those that have
multiple goals and measures of effectiveness
like not-for profit organizations.
27. Contingency
Effectiveness
Approaches
Contingency effectiveness approaches are based on an
examination of specific parts of the organization that are
considered to be the most important to measure, in contrast
to balanced effectiveness approaches that integrate several
parts of the organization in an effort to measure
effectiveness.
30. Resource-
Based
Approach
The resource-based approach evaluates the
ability of the organization to obtain valued
resources from the environment. this looks at
the input side of the transformation process.
This approach is useful when other indicators
of performance are difficult to obtain.
Indicators of system resource effectiveness
include dimensions such as bargaining
position, ability to correctly interpret
properties of the environment, maintenance
of internal day-to-day activities, and ability to
respond to environmental changes. A
shortcoming can be an overemphasis on the
acquisition of resources rather than on their
utilization.
31. Internal
Process
Approach
The internal process approach evaluates
effectiveness by examining internal
organizational health and economic
efficiency. An evaluation of human
resources and their effectiveness is
important. Indicators of effectiveness
include strong corporate culture, team
spirit, trustful communication, decision
making near sources of information,
undistorted communication, managerial
rewards for performance, and interaction
between the organization and its parts
32. Goal Approach
The goal approach measures effectiveness
by evaluating the extent to which operative
goals are achieved. It is more productive to
measure effectiveness using operative
goals than using official goals which are
more abstract and difficult to measure. The
goal approach is used because output goals
can be readily measured after issues of
multiple goals and subjective indicators of
goal attainment are resolved.
33. Managing multiple and
conflicting goals is necessary
when different managers
champion different goals, or
when it is necessary to serve
different environmental
demands. Therefore,
effectiveness has to be
measured by several factors
and often cannot be assessed
by a single indicator.
34. An Integrated
Effectiveness Model
• The competing values approach, recognizes that managers may
emphasize different indicators of performance and tries to balance
concern with various parts of the organization rather than focusing
on one part.
• Two values can be used to categorize four models of effectiveness.
• Organizational focus is whether issues internal or external to the
firm are valued.
• Organization structure is the emphasis on either flexibility or
stability.
• The four resulting areas of management emphasis reflect the two
values:
• The open system’s emphasis combines an external focus and
flexible structure, with management's primary goals being
resource acquisition and growth;
• The rational goal emphasis focuses on the stable structure and
external environment with management's primary goals being
productivity, efficiency, and profit;
• The internal process emphasis reflects the values of internal focus
and stability, with management's primary goal being to maintain
the status quo;
• The human relations emphasis combines internal focus and
flexible structure with management's primary goal being
employee development.
37. Rethink the Future
Org Design
Worksheets & Templates
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38. TO DRIVE OUR LONG-TERM COMPETITIVE DIFFERENTIATION &
ADVANTAGE, WE WILL FOCUS ON BEING BEST-IN-CLASS IN THE
FOLLOWING CORE COMPETENCIES...
Organizational Core
Competencies
Core Competitive
Differentiation & Advantage
• xx • xx
(Year) Strategies to Develop or Improve Core Competencies
• xx
39. IN (YEAR), THE ORGANIZATIONAL GOALS AND COMPOSITION WILL BE...
Sales
Service
Operations
IT
HR
Finance /
Legal
Marketing
$
• xx
• xx
• xx
• xx
• xx
• Xx
• xx
Goals Budget Headcount Span of Control
$ per Person
% of Org
%
% of Total
%
$xx
$xx
$xx
$xx
$xx
$xx
$xx
xx%
xx%
xx%
xx%
xx%
xx%
xx%
xx
xx
xx
xx
xx
xx
xx
xx%
xx%
xx%
xx%
xx%
xx%
xx%
$xx
$xx
$xx
$xx
$xx
$xx
$xx
xx
xx
xx
xx
xx
xx
xx
$
40. THE ORGANIZATIONAL STRUCTURE OF THE XX TEAM IS…
• Target number of employees - xx
• Target span of control – xx
• Total budget - $xx
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
New Positions
Unfilled Positions
41. TEAM CHARTER – STRATEGIC ALIGNMENT
Team Strategy
Structure
Roles
Mission • What is the mission of the team?
• How does it reinforce the corporate mission and strategy?
• What are the major strategic initiatives for the year, 3 years?
• What are the major goals / scorecard for the team?
• What is the team size, budget, structure?
• How will it evolve over the next 1-3 years? Why?
• What are all of the major roles on the team?
• What are the career paths?
42. TEAM CHARTER – CULTURE
Norms &
Values
Comp &
Benefits
Environment
$
• Is there an incentive plan for exceeding team goals? What is it?
• Are there unique benefits to the team? What are they?
• What is the team environment (e.g., shared / offices, dress code, meeting
spaces, kitchen / food, furnishings, decoration, events)
• What are the core team values and norms?
Employee
Journey
• What are the initiatives to improve the employee journey (i.e., recruiting,
hiring, onboarding, development, evaluation)
43. ROLES WORKSHEET
Responsibilities
Objectives
Support
Leadership
– What are the responsibilities and accountabilities for the role?
– Are the responsibilities and accountabilities clear?
– Are there enough responsibilities? Too many?
– Do the responsibilities fit the skills and competencies of the person in the role?
– What constitutes success in 1 month, 6 months, and 1 year?
– What are the clear objectives and goals? Are they SMART goals?
– What does leadership need to do to make this role successful?
– How will the role lead to growth, development and more leadership opportunities?
– What kinds of interactions will this role have with leadership?
– How will this person be empowered in this role?
– What are the necessary resources to make the role successful?
– What are the top risks to the success of this role?
– What support does the person need to be set up for success…training, onboarding, mentorship, etc.?
– What needs to happen for stakeholders to support the role?
– Are the incentives for the role aligned with the desired behaviors?
Empowerment
Role:
Role:
45. Why Change Management
• Increase the likelihood of success
• Deliver the benefits
• Mitigate risk
• Treat employees right
• Prosci’s correlation data from over 2,000 data points and ten years shows that initiatives with excellent change management
are six times more likely to meet objectives than those with poor change management. By simply moving from “poor” to
“fair,” change management increases the likelihood of meeting objectives threefold. McKinsey’s data also shows that the ROI
captured from excellent change management is significantly more than with poor change management. Change
management, when applied effectively to a project, significantly increases the success rate of the effort.
48. Define What Is Changing
▪ Organization
Design
▪ Stakeholder
Analysis*
▪ HR Alignment
▪
Business
Impact
Assessments
Business Readiness Assessment / Planning
Communications*
Business Engagement
Ongoing Monitoring of Changes
Check Points
▪ Benefits
Realization
/ Value
Delivery
Benefits
Manage the Transition
▪ Change Guides
▪ Executive Ownership
and Sponsorship*
▪ Role Identification and
Mapping
▪ Training Design,
Development, and
Deployment*
▪ Deployment Planning*
▪ Business Case
▪ As-Is Process
Mapping
▪ To-Be Process
Mapping
▪ Recommend
Preferred
Alternative
Project
Definition
Process Design
Change Management Framework
49. Components:
Organization Design/Alignment - Outlines how the organization structure, jobs, teams and roles need to change to
enable the future business processes (for both the business and IT).
Stakeholder Analysis - Captures characteristics of the impacted organization such as group size, location, and buy-in
criticality.
HR Alignment – Identifies HR activities that may need to be undertaken as a result of the system, process, and
organization changes.
Business Impact Assessment - Identifies how the changes from the “As-Is" processes, systems, and structures to
the “To-Be" processes, systems, and structures impact specific organizations and roles.
Define What is Changing:
▪ The first step in an
effective change program
is to clearly define the
changes.
▪ A thorough understanding
of the changes coming to
the organization helps to
scope the type and
magnitude of
interventions required.
▪ Defining the changes also
helps to build ownership
for the program among
key stakeholders.
Define What Is Changing
▪ Organization
Design
▪ Stakeholder
Analysis*
▪ HR
Alignment
▪
Business
Impact
Assessments
Business Readiness Assessment / Planning
Communications*
Business Engagement
Ongoing Monitoring of Changes
Check Points
▪ Benefits
Realization
/ Value
Delivery
Benefits
Manage the Transition
▪ Change Guides
▪ Executive Ownership
and Sponsorship*
▪ Role Identification
and Mapping
▪ Training Design,
Development, and
Deployment*
▪ Deployment
Planning*
Define the Change
50. 50
Components:
Business Readiness Assessment / Planning – Determines the readiness levels of business users about upcoming
changes; assessments uncover readiness gaps. If gaps are identified through the readiness assessments, action plans to
close the gaps should be created and implemented before go-live.
Communications - Outlines the key messages that need to be communicated throughout the project.
Business Engagement - Defines the activities needed to bring the impacted audience to the required level of buy-in
before go-live.
Ongoing Monitoring of Changes:
▪ Change Management is an
iterative process that must be
managed throughout the life
of the project.
▪ The goal is to recognize the
need for course corrections
before go-live, not after.
▪ These steps build ownership in
the solution throughout the
organization.
Define What Is Changing
▪ Organization
Design
▪ Stakeholder
Analysis*
▪ HR
Alignment
▪
Business
Impact
Assessments
Business Readiness Assessment / Planning
Communications*
Business Engagement
Ongoing Monitoring of Changes
Check Points
▪ Benefits
Realization
/ Value
Delivery
Benefits
Manage the Transition
▪ Change Guides
▪ Executive Ownership
and Sponsorship*
▪ Role Identification
and Mapping
▪ Training Design,
Development, and
Deployment*
▪ Deployment
Planning*
Monitor the Progress
51. Components:
Change Guides – Package the impacts gathered through the Business Impact Assessments and communicate to
impacted users before their formal training to ensure they are fully prepared and oriented to the major changes.
Executive Ownership and Sponsorship – Identifies activities and behaviors that executive leadership must engage in
to provide navigation towards the future environment, lead the organization in that direction, and build a sense of
ownership over time.
Role Identification and Mapping - Groups the organization into targeted roles for change management interventions.
Training Design, Development, and Deployment - Defines how the project will build the necessary process and
system capability in the impacted user groups through performance support (job aids, coaching, knowledge systems,
practice scenarios, and simulations).
Deployment Planning – Aligns agreement around all relevant pieces of the deployment which need to be considered,
defined, resolved, or require action to enable implementation.
Define What Is Changing
▪ Organization
Design
▪ Stakeholder
Analysis*
▪ HR
Alignment
▪
Business
Impact
Assessments
Business Readiness Assessment / Planning
Communications*
Business Engagement
Ongoing Monitoring of Changes
Check Points
▪ Benefits
Realization
/ Value
Delivery
Benefits
Manage the Transition
▪ Change Guides
▪ Executive Ownership
and Sponsorship*
▪ Role Identification
and Mapping
▪ Training Design,
Development, and
Deployment*
▪ Deployment
Planning*
Manage the Transition:
▪ Once the changes are
defined, specific action is
required to move the
organization from the
“As-Is” to the “To-Be”
state.
▪ These tasks help enable
the organization with the
skills to work in the
future environment.
▪ These tasks also help
build ownership for the
program among the user
base.
Manage the Transition
52. Components:
Benefits Realization/Value Delivery - Defines and manages the activities to ensure achievement of the business
case after go-live.
Benefits:
▪ Ensuring that the business
value outlined in the business
case is the key measure of a
project’s success.
▪ Value delivery is focused on
point solutions that deliver
best practice post
implementation to improve
absorption within the
business, or ensure that
processes or procedures are
adhered to in the most
effective and efficient
manner.
Define What Is Changing
▪ Organization
Design
▪ Stakeholder
Analysis*
▪ HR Alignment
▪
Business
Impact
Assessments
Business Readiness Assessment / Planning
Communications*
Business Engagement
Ongoing Monitoring of Changes
Check Points
▪ Benefits
Realization
/ Value
Delivery
Benefits
Manage the Transition
▪ Change Guides
▪ Executive Ownership
and Sponsorship*
▪ Role Identification
and Mapping
▪ Training Design,
Development, and
Deployment*
▪ Deployment
Planning*
Focus on Benefits Realization