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The successful organisation: keeping the talent that drives your results

Lecturer:

Dr. Muhammad Madi Abdullah

Prepared by:

Hamed Arjmandi

MR111051

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Seven success behaviors

Buildingrelationships

Embracingchange

Invitingopportunity Beingpassionate

Beingconscious

Gettingfocused

Takingresponsibility

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How manager are chosen?

Who are reluctant managers?

Who are inspirational manager?

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4 beliefs ofinspirational

manager

They build strongrelationships

They areconsistent

They tellthe truth

Theywork tostrengths

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Who are the serial achievers?

Who are the stable achievers?

Who are the consistent achievers?

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Conclusion:

The key to positive employee retention is to keep all achievers well through

an active culture and inspirational management.

You have to fight with competitors not only for business, but also for

attractive workplace.

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Future leaders: putting learning and knowledge to work

Lecturer:

Dr. Muhammad Madi Abdullah

Prepared by:

Hamed Arjmandi

MR111051

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Organizational context and complexity

1. paradoxes and competing demand (Quinns perception)

Model Preference Explanation

Rational model Short time lines & high certainty Decision are made quickly & seen as final

Focus is on logical direction & taking action

Human rational

model

Long time lines & low certainty Emphasis is on information processing & consensus

Team harmony is an essential out come

Open system model Short time lines & low certainty Decisions are made quickly, but are able to change.

Adaptability & external legitimacy are major concern

Internal process

model

Long time lines & high certainty The need is for predictability & security.

Focus is on maintaining present capability.

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2. 5th generation management (Savages perception)

It will be needed at least three ways to change organizational management.

1. focus on organizational knowledge

2. transforming their vision, values, and strategies to align with this new

way of working

3. organization and their suppliers should be teaming and work together

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3. organizational complexity and chaos (Pascales perception)

The edge of chaos is a condition, not a location.

The edge is not the abyss; it is the sweet spot for productive change

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Methodology for change

Six vitalbusinessfunction

Structure

Strategy

Culture

Process

Technology

People

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Adaptive leader attributes roles, dialogue, and attention

Leader attribute

Leader role

Leader dialogue

Leaders manage attention

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Conclusion

Adaptive leadership is the vital skill and it is advised to the future

leader to put learning and knowledge to work.

Also, it is proof that if the organization does not transfer their information

into knowledge rapidly and then turn back knowledge into action an right

time, they will be a little benefits.

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THANK YOU FOR ATTENTION