The successful organisation: keeping the talent that drives your results

Lecturer: Dr. Muhammad Madi Abdullah

Prepared by: Hamed Arjmandi MR111051

Seven success behaviors

Building relationships

Embracing change

Inviting opportunity

Being passionate

Being conscious

Getting focused

Taking responsibility

How manager are chosen?

Who are reluctant managers?

Who are inspirational manager?

They build strong relationships

They work to strengths

4 beliefs of inspirational manager

They are consistent

They tell the truth

Who are the serial achievers?

Who are the stable achievers?

Who are the consistent achievers?

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.

Future leaders: putting learning and knowledge to work

Lecturer: Dr. Muhammad Madi Abdullah

Prepared by: Hamed Arjmandi MR111051

Organizational context and complexity

1. paradoxes and competing demand (Quinns perception)
Model Rational model Preference Short time lines & high certainty Explanation 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.

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

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

Methodology for change

Culture

Structure Six vital business function

Process

Strategy

Technology

People

Adaptive leader attributes roles, dialogue, and attention

Leader attribute Leader role Leader dialogue Leaders manage attention

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.

THANK YOU FOR ATTENTION