ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
Change Management for e‐Governance Projects
Department of Administrative Reforms & Public Grievances
Ministry of Personnel, Public Grievances and Pensions
Government of India
Organizing: the process by which managers establish working relationships among employees to achieve goals.
Organizational Structure: formal system of task & reporting relationships showing how workers use resources.
Organizational design: managers make specific choices resulting in a given organizational structure.
Successful organizational design depends on the organization’s unique situation.
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
Change Management for e‐Governance Projects
Department of Administrative Reforms & Public Grievances
Ministry of Personnel, Public Grievances and Pensions
Government of India
Organizing: the process by which managers establish working relationships among employees to achieve goals.
Organizational Structure: formal system of task & reporting relationships showing how workers use resources.
Organizational design: managers make specific choices resulting in a given organizational structure.
Successful organizational design depends on the organization’s unique situation.
All you need to know about Implementing and Managing Change - "The People Fac...George Vorster
Overview of the change management process, dealing with the reasons organisations change, what organisations change, the change process, and the people factor.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
Agility, Transformation, and Scale demystifiedMalcolm Ryder
Adoption is the do-or-die factor in enterprise Change Management. But enterprise Transformation requires something else - no hype, and an architecture.
All you need to know about Implementing and Managing Change - "The People Fac...George Vorster
Overview of the change management process, dealing with the reasons organisations change, what organisations change, the change process, and the people factor.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
Agility, Transformation, and Scale demystifiedMalcolm Ryder
Adoption is the do-or-die factor in enterprise Change Management. But enterprise Transformation requires something else - no hype, and an architecture.
Running head COMPREHENSIVE MANAGEMENT REPORT .docxsusanschei
Running head: COMPREHENSIVE MANAGEMENT REPORT 1
COMPREHENSIVE MANAGEMENT REPORT 21
Comprehensive Management Report
Nicholas J Ceo
American Military University
17 January 2017
An Overview of MTS Systems Corporation
MTS Systems Corporation is a supplier of test systems as well as industrial position sensors all over the globe. The company deals with hardware and software solutions with the aim of accelerating and improving the design, development, and manufacture of products and structures. MTS operates in two segments, where in one segment it deals with sensors and in the other, with tests. The test department focuses on providing testing solutions that include software, hardware, and testing services. The sensors segment is keen on providing products to be used in mobile equipment and industrial tools manufacture in order to automate their operations, thus enhancing safety and productivity of the end users. The organization also provides tools to measure displacement in fluids, for instance, liquid levels for clients in industrial processes.
The organization provides a solution is an organization that seeks to pioneer in technology and provides unmatched expertise. Engineers depend on accuracy, certainty, and measurements to do their work, to conduct research and transform ideas into results that are tangible and working. MTS Systems is a corporation that is fully dedicated to this transformation in a manner that is faster, more efficient, easier and more successful. The company was established in 1966 with its headquarters at Eden Prairie, Minnesota, and has since worked in partnership with engineers worldwide.
MTS Systems has posted an impressive performance over the years, with revenues of about seven hundred and eighty million dollars in the 2016/2017 financial year, up from six hundred and fifty million dollars the previous financial year. This represents a 38.4% growth in revenue. Its profitability has also grown over the years, and the strong performance is expected to continue into the near future. However, it is important to note that the performance would be much better if the existing management problems were dealt with comprehensively and conclusively.
In order to arrive at a conclusive solution to the management problems facing MTS Systems, the company must begin with a comprehensive needs assessment that will open the eyes of the management to the reality facing their company. Oftentimes, managers just know that their organization is facing some challenges, but are likely to ignore such problems or fail to take their time to understand the gravity of such problems until they bring an organization to its knees. This is because it takes effort to carry out a needs assessment that ends up solving a problem in a company. Following below is a detailed needs assessment of the management problems bedevilin ...
More about the high-maturity for business processes: Certain distilled practi...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2013). More about the high-maturity for business processes: Certain distilled practical implications. 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013) Proceedings, 119-124. ISSN: 1090-9389 - https://sdpsnet.org/sdps/documents/sdps- 2013/SDPS_2013_proceedings.pdf
The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.
Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney
UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney – a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development.
Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems – or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the author’s experience across each field – including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative – that validity for one domain had to mean validity for all, and so it proved.
The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices.
Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely.
Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board.
Key Concepts
• Psychological Development & Recovery • Organization Development & Recovery
• Macro-Socio-Economic Development & Recovery • Societal Systems and their Development & Recovery
• Socio-Economic System • Maturity
• Developmental Learning • Habituation
• Inversion • Conversion
• Hysteresis • Regenerative Leadership and
• Linear, Lateral & Integrative Mindset Con
Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time.
The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team
UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics.
Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT
The Person as a Human System
is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery.
The Organization as a Human System
is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development.
Societies as a Human Systems
include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies.
The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital)
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Study Background & Demographics.
Key study Findings.
Research by Burnes, Hamel, Mc Kinsey & correlated Sweeney
헡헲현 헕헼헼헸.
Digital Transformation & Improvement Pocketbook.
헡헲현 헦헵헼헿혁 헣헮헽헲헿혀.
Building Intrinsic Organisation Resilience
Profiling tools for People & Organisations
헡헲현 헦헵헼헿혁 헩헶헱헲헼혀 (less than 90 seconds)
The relationship between Capability Maturity & Performance Improvement
Capability Maturity Building for Transformation Success & Performance Improvement.
KPI & Metrics Modelling.
Next Generation Digital Business Transformation.
How Organisations Learn, Change & Improve 2021 Research Insights.
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Partner Benefits.
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How do you know your level of Resilience, Agility or Innovation?
https://bit.ly/tcinewsletter2021
#transformationalchange #performanceimprovement #changemanagement #newsletter #maturitymodel
Based on Research and a Global Study over the period Jan 2020 to June 2021 we looked at both the theory and real-world of Organisation Resilience to VUCA & Disruption covering the Covid0-19 period
2021 Global Study of Organisation Resilience in times of disruption, by ODTI & University of Groningen Masters’ Program finds that ‘Resilience in times of Disruption is both Predictable & Actionable’. The study covered the period of January 2020 to June 2021 a critical Global Disruption caused by the Covid-19 Pandemic.
The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021
Latest news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.
Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations.
Introduction to Capability Maturity Models and How they can be used to support Transformation, Change & Improvement in today's VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance & Digital Effectiveness.
If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team & Digital
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
How to manage for the best organisation outcome in a crisis a simple but effective approach for any organisation. Outlining foundation objectives and means to achieve change in individual and team work
New research Insights into 'Organisation Culture Change' underpinned by Dynamic Systems Maturity Theory and introducing the most comprehensive model of Organisation Culture to emerge in 2020
New Research Insights: "Culture is the collective equivalent of mindset and determines how the collective behaves in recognised maturational patterns". This description arises from new scientific research “with unprecedented scientific depth” which transforms a dimension of organizations that is regularly cited as the critical problem behind high failure-rates for change management, strategy, etc., but so poorly understood with definitions such as “the way we do things around here”. This Masterclass offers much in new insight and methodology e.g., how any Culture can now be understood and defined as a Capability Maturity Level, and why focusing on Culture is a waste of time. Learn what to focus on for diagnosing where interventions and strategy will gain Traction, and learn the normative process that optimises Sustainability.
New research and application insights to reducing failures in change and transformation programs. A scientific model and approach to change management and building organisation agility
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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.
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The new world of work securing the crisis gains & adapting
1. www.orgcmf.com
The New World of Work – Securing the crisis gains 2020; and beyond
Introduction
Most Industry Analysts, Economists and credible commentators are forecasting that the nature of
jobs, roles, process, tasks and activities has changed forever as a result of the Covid-19 crisis. The
nature of this crisis has meant that the normal rules of change management were suspended in
economies, industries and organisations. Rapid & Urgent restructuring of ‘Work’ has occurred to
deal with addressing the immediate short term (likely to be medium term) priorities of society.
Some changes that are common place are; Remote Working, Role consolidation, Multiskilling, Task
Priorities and Assignments, Planning & Governance, Teams and Teamwork etc. Most visible changes
are in ‘Work’ in the Healthcare sector. For some unfortunately this means their jobs have
disappeared either through failure of their employer to survive, or reconfiguration of their
employer’s business and operational models.
Though there may be some issues and risks associated with changes in ‘Work’ there are benefits
being experienced:
Organisations
For organisations increased flexibility and agility, reduced costs, new models, processes and tools are
in effect being trialled.
Teams
For teams there are new charters, reconfigurations and a sense of purpose, camaraderie and value.
Individuals
For individuals, new skills and activities, a sense of their value and contribution to the purpose, and
the perceived reduction in bureaucracy as examples.
In many cases we are stretching the boundaries of ‘what’s possible?’ and learning.
Once the quick fixes and priorities are in-hand for rescue and survival, and there is some time to
stand back and draw breath, leaders must consider the medium to long term impact for their
economies, industries and organisations and start to plan for the likely scenarios. Key foundations in
every plan should consider:
The Model
The Core Models for any system consists of three interrelated and interdependent Models. These
are:
• Business Model
• Operating Model
• Capability Model
2. www.orgcmf.com
During the rescue and stabilisation phase the system will have experienced the relevance, strengths,
constraints, and agility of their existing Core models. They may also have had to innovate
reconfigurations or create new models, or observed alternative models elsewhere, rising in
relevance to the current phase and likely future scenarios. One thing we all agree on is that
regardless of the phase of the crisis, different and new Capabilities emerge as requirements and
shortfalls in existing Capability maturities which underpin the legacy Business and Operational
Model get highlighted.
Related Paper: The Value creation relationship between Business, Operating, and Capability Maturity
Models
Agility
There is a degree of unpredictability for many so on key aim of every plan’s foundations should
include building the System Capabilities and their maturities so that there is greater Agility to deal
with the accelerating VUCA.
Related Paper: Next Generation Change & Transformation Management & How to Build
Organisation Change Capability (Agility)
Technology
Technologies in their broadest sense and their application have played a key role in the short term
crisis management, and there has been significant learning so far ‘What has worked?’, ‘New
applications of technology’, ‘Underlying weaknesses of technologies in the ‘Value Pyramids’’
‘Management effectiveness of technologies and their application/use’. Remote working is a good
3. www.orgcmf.com
example of where there has been learning, for example which collaboration & communications
technology? How has it impacted team dynamics & performance management? How effective,
accessible, secure and flexible are the core systems of Business, Engagement, Record, and
Productivity?
Related Papers: Leveraging Digital for Continuous Organisation Innovation & How Human Resource
& OD Management must play a key role in an Organisations Digital Transformation
Financial
During the Rescue and stabilisation phase of a crisis, existing financial plans often get suspended and
existing financial resources get redirected to address the rescue and stabilisation priorities. Financial
reserves get depleted and, during this phase additional financial resources may have to be sourced
and new sources of finance acquired. Going forward when re shaping the landscape of the
Organisation system (though it applies to economy and industry also) the aims and ambitions will
have to balance competing demands for:
• Financial Performance Targets
• Availability of Financial Resources
• Societal needs and expectations
Market
Markets, Eco-systems and Value Chains have already changed as have the environmental factors
(insert legacy image). At each of the four phases of Crisis management and recovery we can expect
this VUCA to continue, no one can predict what the new normal will be and if and when it will occur.
Whether you are B2B, B2C, G2B, G2C, G2G, NGO etc this presents challenge and opportunity to
meet existing and emerging needs of customers, consumers and citizens. The capability of your
organisation and its stakeholders to connect with, scan, monitor and react to the market will
determine the profile and nature of your survival, reshaping and future success.
4. www.orgcmf.com
New World of Work
Acknowledging that work has, is and will continue to change and the new normal will reflect
reshaped ‘Work’ for both teams and individuals. Leadership wish to sustain the gains made getting
to the ‘Stabilisation’ Phase and perhaps make further adjustments during the ‘Reshaping’ Phase in
order that sustainable scaling can be successful.
5. www.orgcmf.com
Work of Individual
Ultimately things get done and progress is made through each individual’s work contribution, of
course that contribution must be made in a way, and with outputs and outcomes that are aligned
with those of other Stakeholders. So, it’s not just about ‘what you do?’ but also ‘How you do it?’
Let’s take a look at the ‘Work Dynamic’ for any organisation. “The activities that require mental or
physical effort to deliver a result/output carried out by individuals and teams. Work includes the
activities or tasks carried out by men or by machines overseen by men. Work relates to what the
people actually do”
There are six ‘Constructs’ which are the Capability Building Blocks for the ‘Work Dynamic’, these are
as follows.
• Work Identity: The degree of meaning work has for individuals & teams, and the recognition
of their contribution by others.
• Work Feedback: How people receive and react to appreciation and advice, in relation to
themselves and their work.
• Work Integration: The degree of concern for the impact of an individual's, or team's tasks,
activities and outputs on others.
• Work Resourcing: How activities are resourced with time, people, technology, materials, for
the benefit of the individual, teams and organisation.
• Work Significance: The actual and perceived significance for each role, and its contribution
to the organisation, its performance and reputation.
• Work Variety: The mix of tasks, actions and skills required in a role has meaning for the
individual.
(Source Organisation Maturity Index (OMI) and Organisation Capability Maturity Framework (OrgCMF™) Reference Model)
Work may be understood to be a job, role, assignment, project or task, but the element constructs
above determine how well the ‘Work Dynamic’ in an organisation Functions. Each construct can
habituate one of seven (7) Scientific Maturity Levels that can be measured. The Maturity Level is
equivalent to the ‘Functioning Level’ (Performance Impact) and ‘Learning Level’ (Ability to change-
Agility).
The combined impact of all six constructs determine the ‘Maturity’ of the ‘Work Dynamic’ for the
target team or organisation under consideration.
So, in practical terms one approach to secure the gains, is to have the appropriate sample of
individuals, complete a Capability Maturity Assessment (Diagnostic tier) for
1. Before the Crisis (This baselines’, the past normal perception)
a. This step measures the underlying Work construct capability maturity that existed.
2. At the current time (This baselines’, the current situation, and the perceived gains and losses
can be compared)
a. This step measures gains and losses, and shows the development steps skipped,
which without remediation will not sustain the gains.
6. www.orgcmf.com
3. Then in the context of reshaping (further redesign) target Work construct maturity levels can
be set in line with organisation plans and performance targets which progress can be
measured against.
This exercise can be completed effectively and efficiently by using the ‘Single Dynamic Diagnostic’
Maturity Assessment Plan, selecting the ‘Work’ Dynamic on www.orgcmf.com. The whole process
can be done virtually leveraging Social Collaboration Tools for any dialog, discussion and analysis.
Teamwork
Teams are a means of achieving greater outcomes and outputs by groups of individuals which are
greater than the sum of the parts (Individual actions in relative isolation). Having diagnosed how
Team Members experience ‘Work’ in the ‘Work Dynamic Diagnostic Assessment’ and designed an
initiated the implementation of a ‘Work’ Capability Maturity improvement to sustain gains and
shape ‘Work’ for future scaling success, a critical success factor should be to address the changes
and gains experienced in Team Effectiveness and shape a development plan that addresses the
future new normal.
Recent research based on Dynamic Systems Maturity Theory provides us with a Next Generation
‘Team Development Reference Model’, The ‘Team Maturity Index (TMI)’ the Team Maturity Index
takes into account the definition and Maturity Measurement of the three core ‘Dynamics’ and their
related ‘Constructs’ which determine the effectiveness of a Team.
The TMI Reference Model identifies the three (3) core forces (Dynamics) that influence a
team’s performance within an organisation, and the eighteen (18) underpinning Capability
Building Blocks (Constructs) that determine the level of functioning (performance) of any
team.
Pre-Crisis Assessment View At this time Assessment Maturity Targets set
7. www.orgcmf.com
(Source Team Maturity Index (TMI) and Organisation Capability Maturity Framework (OrgCMF™) Reference Model)
Using the seven (7) level standard, normative maturity scale from OrgCMF™ we can
measure the current Capability Maturity of any team in its organisation context, which
explains its current level of functioning, or learning level and hence its resulting
performance (outcomes and practices). A target can be set for improving the Team
Capability Maturity towards the Leadership Level (Level 7) and the TMI Body of Knowledge
and related assessment report provides specific guidance through the development process
for any team within an organisation (Roadmap).
We can also measure each of the three core ‘Dynamics’ and each of its eighteen ‘Constructs’
or any relevant mix of each.
How is TMI used to guide Team effectiveness improvement and Team Development overall?
8. www.orgcmf.com
Application in the context of Team Effectiveness Sequence (Tuckman)
Adapting & Adjusting to reflect Crisis phase analysis using Team Effectiveness Diagnostic
Capability Maturity Assessment
Pre-Crisis View Current View Target
9. www.orgcmf.com
In Summary
You cannot assume that progress made during Rescue Phase of a crisis will stick or that there will be
a return to past normal operations.
Securing gains from crisis and readiness for the new world of work requires leadership to make a
plan and implement it once some level of stability has been achieved following the initial crisis
response and prior to reshaping the organisation and its work for future robustness and success.
The aim of the Plan will be to achieve any new Business Goals & KPI’s by having a strategy that
focuses on
• Reviewing the Business, Operational & Capability Models
• Plan to build Organisation Agility
• Plan a supporting Technology Strategy
• Ensure a solid business case and financial strategy and plan
• Engagement, Scanning and Intelligence Plan for Market & Ecosystems
‘Work’ is how we get plans executed and achieved; work is completed by Individuals & Team
Members. By having a focus on securing the existing relevant Capability Maturities for each ‘Work’
and ‘Team’ building block (Construct) and building new Capabilities or Improved Maturities you will
secure the gains and the New World of Work.
Other Capability Maturity Assessments