HRM PRESENTATION123

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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