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Practicing Organization Development (A guide for Consultants) - Part 17

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There is a direct relationship between the CEO’s commitment toward HRD and the effectiveness of the HRD function;. There is a direct relationship between the commitment of the HRD chief as assessed by other members of the organization and the effectiveness of the HR function;. An altruistic man- agement style was found to have an adverse effect on the effectiveness...

Practicing Organization Development (A guide for Consultants) - Part 18

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does “prepare leadership for the truth” mean? Similarly, many generic items only appear in one section of the list. For example, the item “build trusting relationships” only appears in the marketing section but could easily appear in other stages of the change process. To approach the purpose of this study—to explore the structure and utility of the competency list generated...

Practicing Organization Development (A guide for Consultants) - Part 19

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of items. of items)in commonLabel Keep the Keep information 8See the whole Quickly grasp the nature of the system information flowing (7) picture Identify the boundary of systems to be changed flowing (5) Identify critical success factors for the intervention Further clarify real issues Set the conditions Think Link change effort into ongoing organizational processes for change (4) systemically (3)...

Practicing Organization Development (A guide for Consultants) - Part 20

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and its key role in integrating content and process in the field. Our set of com- petencies also reflects the balanced view of the OD practitioner as an instru- ment of values, a holder of knowledge, and a person of action and ability (Lippitt &. This balanced view of OD competencies reflects a mature view of what OD can be—a...

Practicing Organization Development (A guide for Consultants) - Part 21

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The newer definitions tend to confirm many of the principles of the more traditional definitions but place a stronger emphasis on the following:. The term “long term” traditionally used to describe OD efforts was not mentioned in any of the new defini- tions. I do not interpret this to mean that long term and sustainable efforts are not important but...

Practicing Organization Development (A guide for Consultants) - Part 22

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Good rational/emotional balance and ability to be objective. A strong sensitivity to the needs of individuals, groups, and organizations. The two most frequently mentioned new applications were the interest in appreciative inquiry and the application of technology to OD. However, some experts expressed concerns about AI theorists who they believe have wrongly characterized traditional OD as being deficiency and problem-focused...

Practicing Organization Development (A guide for Consultants) - Part 23

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Research on the Future of OD. The current attention and debate over the future of OD is not new. Articles considering this question, for example, first appeared in the OD Practitioner in the mid-1970s (Burke, 1973. Today, the extant literature discussing the future of OD can be divided into three camps: (1) how prac- titioners need to be developed to...

Practicing Organization Development (A guide for Consultants) - Part 24

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Commitment and skill for continuously reflecting on one’s personal role as an instrument of the work, and doing one’s personal and pro- fessional homework as needed to be fully available for the job of cat- alyzing wisdom in organizations and communities.. Ability to quickly scan a situation and produce innovative interven- tions that deal with that particular set of system...

Practicing Organization Development (A guide for Consultants) - Part 25

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Determine your value proposition.. DETERMINING YOUR VALUE PROPOSITION. There are three critical factors to embrace when attempting to market profes- sional services: (1) What’s the market need? (2) What are your competencies?. What Is the Market Need?. There must be a pre-existing need—for exam- ple, sales development or leadership improvement are always needed—or a need you can create such as...

Practicing Organization Development (A guide for Consultants) - Part 26

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This is an excellent publication in the OD field, with controversial articles and critical reviews. This is not the place to go into the details of devel- oping a professional speaking career, but we can examine a few of the key steps you should take since the synergy with consulting is so powerful.. As a keynote speaker or concurrent session...

Practicing Organization Development (A guide for Consultants) - Part 27

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through mergers and acquisitions of institutions providing synergy to the bank’s strategic goals.”. Here is a far better example for the purposes of your proposal: “Fleet has recently merged with BankBoston, which has created both expected and unex- pected cultural problems among the Private Clients Group and within the Human Resources function. The new organization is seeking to create a...

Practicing Organization Development (A guide for Consultants) - Part 28

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Every- thing the consultant does to obtain pre-launch outcomes is an intervention, affect- ing some change in the client system (Bruce &. In pre-launch, we will need more understanding of the organization, its visions, issues, and needs. Achieving these outcomes in pre- launch is critical to the success of the change effort. To conduct an effective pro- ject and use...

Practicing Organization Development (A guide for Consultants) - Part 29

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Although the consul- tant’s values should not singularly drive the OD intervention, the client and con- sultant may not work together effectively if their values are incompatible.. How- ever, when the consultant suggested group meetings with employees at different levels to get their input, the client was adamant that the consultant only needed to talk to the managers. Consciously or...

Practicing Organization Development (A guide for Consultants) - Part 30

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the client-consultant relationship and can meet very different client system change needs and client and consultant personal needs.. When consultants contract their roles and relations with the client, it is instructive to keep in mind what one study identified as the client’s view of the ideal consultant: the person listens, but does not sell. For example, is the client a...

Practicing Organization Development (A guide for Consultants) - Part 31

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Assessment and Action Planning. F ew processes are more intriguing in OD than assessment and action plan- ning, and few processes can stimulate and result in more change. In this important phase of OD that we are calling “Launch,” valuable information is gathered and analyzed, and a collaborative approach is used to evaluate the information and plan actions that provide...

Practicing Organization Development (A guide for Consultants) - Part 32

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shown in the model in Exhibit 10.1, there are four major steps in the assessment process. While this chapter is designed to provide an overview of the assessment process, there are many good sources that provide the details. Efforts are made to attract, retain, develop, and fully utilize committed and tal- ented people who are a good fit with the...

Practicing Organization Development (A guide for Consultants) - Part 33

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A skilled interviewer could go into most organizations, spend a day talking to key people, and probably have a reasonably good idea of the strengths and weak- nesses of the organization and have some preliminary ideas about what it would take to move the organization to a higher level. Interviewing offers many advantages for collecting information because of the ability...

Practicing Organization Development (A guide for Consultants) - Part 34

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How much time is available in total and how much time will it take for each part of the process?. What will be done to prepare the participants to understand the big pic- ture of the OD effort and to work effectively together?. Is the desired outcome of the action planning meeting to leave with completed plans or to allow...

Practicing Organization Development (A guide for Consultants) - Part 35

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What roles are needed and what they are called depends on the needs and culture of the organization.. However, whoever is involved in leading the change effort must ensure that the roles that are needed are adequately covered and that a good balance is achieved between too much and too little involvement and too much and too little delegation when...

Practicing Organization Development (A guide for Consultants) - Part 36

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Interventions designed to improve • Sociotechnical systems (STS) the effectiveness of the • Parallel learning structures TOTAL ORGANIZATION • MBO (participation forms). Organization Development: Behavioral Science Interventions for Organizational Improvement. We will first consider some issues regarding research on organization change and development, and, second, some of the major results of research in this arena.. The overriding issue regarding research...