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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