Management 3.0 för hr och chefer - GreenBullet webinar 20131015

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En presentation om Management 3.0 fr HR och chefer ala GreenBullet


<p>Management 3.0 fr HR och chefer.pptx</p> <p>Management 3.0 fr HR och Chefer </p> <p>Medarbetarengagemang genom Agila vrderingar och Agilt ledarskap </p> <p>VARFR? The Human Capital Value Chain </p> <p>Engagerade medarbetare presterar bFre och stannar lngre </p> <p>Lnsamhet kar akHegarvrdet </p> <p>Kunder som kper igen driver lnsamhet </p> <p>Njda kunder r lojala och kper igen </p> <p>Enagerade medarbetare kar kundnjdheten </p> <p>Derived from Putting the service-profit chain to work in HBR 1994 by James L Heskett, Thomas O Jones, Gery W Loveman, W. Earl Sasser Junior, Leonard L Schlesinger </p> <p>GreenBullet ! Grundades 2008 av Pia-Maria Thoren och Tomas Kaudern. Vi har nu kontor i bde </p> <p>Stockholm och Gteborg ! Vi har lng konsulterfarenhet frn mnga branscher och svl stora som lite mindre </p> <p>fretag ! Talent management med agila vrderingar har varit en rd trd genom alla vra </p> <p>uppdrag </p> <p>! Vi hjlper ocks fretag aF vlja rF systemstd fr HR </p> <p>! Bloggar:, ! Ntverk: ! Konferens: Agil HR Sverige ( ! Vra fretagsvrderingar: </p> <p>! Enkelhet ! Engagemang ! Transparens </p> <p>Ngra kunder! </p> <p>Pia-Maria Thorn </p> <p>PIA-MARIA THOREN FOKUSOMRDE: TALENT &amp; PERFORMANCE MANAGEMENT, AGILT LEDARSKAP VD: GREENBULLET SOLUTIONS CIVILEKONOM FRN HANDELS I GBG KONSULT OCH PROJEKTLEDARE SEN </p> <p>1994 BLOGGAR P </p> <p>PERFORMANCEBLOGGEN.SE OM ATT SKAPA ENGAGEMANG P JOBBET </p> <p> ARBETAT MYCKET MED TALENT MANAGEMENT P STORA INTERNATIONELLA FRETAG </p> <p>"Ingen5ng r omjligt. Det omjliga tar bara lite lngre 5d." </p> <p>Winston Churchill </p> <p>+46 763 056134 </p> <p>Integrerad Talent Management med agilt fokus </p> <p>Jurgen Appelo pappa Hll Mgmt 3.0 </p> <p> version 2.03 </p> <p>3.0? Why </p> <p>Management is too important to be lem to the </p> <p>managers. </p> <p>13 </p> <p>Man</p> <p>agem</p> <p>ent 3</p> <p>.0 </p> <p>14 </p> <p>Management is about human beings. Its task is to make people capable of joint performance, to make their strengths eecHve and their weaknesses irrelevant. This is what organizaHon is all about, and it is the reason that management is the cri5cal, determining factor. - Peter F. Drucker, Management Rev. Ed. </p> <p>Management 3.0 </p> <p>View #1: Energize People </p> <p>People are the most important parts of an organizaHon and managers must do all they can to keep people acHve, creaHve, and moHvated. </p> <p>17 </p> <p>Extrinsic MoHvaHon </p> <p>Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-linear eects </p> <p>18 </p> <p>Intrinsic MoHvaHon </p> <p>Desire to achieve goal G Where G is its own reward No non-linear eects </p> <p>19 </p> <p>10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for inuence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing </p> <p>20 </p> <p>Curiosity </p> <p>The need to think 21 </p> <p>Honor </p> <p>Sharing values with a group 22 </p> <p>Acceptance </p> <p>The need for approval 23 </p> <p>Mastery </p> <p>The need to feel competent 24 </p> <p>Power </p> <p>The need for inuence of will 25 </p> <p>Freedom </p> <p>Being an independent individual 26 </p> <p>Relatedness </p> <p>The need for social contacts 27 </p> <p>Order </p> <p>The need for stable environments 28 </p> <p>Goal </p> <p>The need for purpose 29 </p> <p>Status </p> <p>The need for social standing 30 </p> <p>1. Put the motivator cards in order, from unimportant to important </p> <p>2. (You may leave out any cards you dont want to use.) </p> <p>Exercise: Moving Motivators </p> <p>31 </p> <p>Happiness index </p> <p>Management 3.0 </p> <p>33 </p> <p>View #2: Empower Teams </p> <p>Teams can self-organize, and this requires empowerment, authorizaHon, and trust from management. </p> <p>34 </p> <p>self-organizaHon is omen complex, not chaoHc SomeHmes it needs a li8le management </p> <p>management self-organiza5on </p> <p>35 </p> <p>Managers are like gardeners They let self-organizaHon (anarchy) do useful work while steering the system toward valuable results </p> <p>36 </p> <p>But HOW do we grow a valuable self-organizing system? </p> <p>37 </p> <p>Well, NOT by puung a control center on top of a living system </p> <p>38 </p> <p>Distributed being A complex system is more than the sum of its parts, and the extra stu is distributed over the system. It cannot be aFributed to any single authoritaHve part. Control from the boRom up In a complex system, everything happens at once, and problems ignore any central authority. Therefore overall governance must be spread among all the parts. Kelly, Kevin. Out of Control. Boston: Addison-Wesley, 1994, page 469 </p> <p>39 </p> <p>Empowerment is implemenHng distributed control by delegaHng authority </p> <p>40 </p> <p>1. Tell: make decision as the manager </p> <p>2. Sell: convince people about decision </p> <p>3. Consult: get input from team before decision </p> <p>4. Agree: make decision together with team </p> <p>5. Advise: inuence decision made by the team </p> <p>6. Inquire: ask feedback after decision by team </p> <p>7. Delegate: no inuence, let team work it out </p> <p>The Seven Levels of Authority </p> <p>41 </p> <p>The opHmal level of authority depends on peoples </p> <p>competence and the organizaHonal impact of decisions </p> <p>42 </p> <p>Authority Boards </p> <p>43 </p> <p>Seven Levels of Authority 44 </p> <p>Key Decision Areas 45 </p> <p>teams or people 46 </p> <p>ow from lem to right 47 </p> <p>Treat delegaHon as an investment </p> <p>48 </p> <p>The ulHmate goal is a </p> <p>self-directed team (but usually not aFainable) </p> <p>49 </p> <p>Management 3.0 </p> <p>Do not allow individual stakeholder goals to replace extrinsic and emergent goals </p> <p>Remember to communicate your goals </p> <p>hFps:// </p> <p>Consider stories, metaphors, pictures or video </p> <p>Management 3.0 </p> <p>Competence = maturity in 2 dimensions </p> <p>1. Self-Development </p> <p>2. Coaching &amp; Mentoring </p> <p>3. Training &amp; CerHcaHon </p> <p>4. Culture &amp; SocializaHon </p> <p>5. Tools &amp; Infrastructure </p> <p>6. Supervision &amp; Control </p> <p>7. Management </p> <p>7 Approaches to competency development </p> <p>Management 3.0 </p> <p>View #5: Grow Structure </p> <p>Many teams operate within the context of a complex organizaHon, and thus it is important to consider structures that enhance communicaHon . </p> <p>58 </p> <p>The workplace is a network </p> <p>59 </p> <p>Hire Generalizing Specialists </p> <p>T </p> <p>Promote Informal Leadership </p> <p>Widen Job Titles </p> <p>62 </p> <p>Management 3.0 </p> <p>The Management 3.0 model </p> <p>Six organizational views based on complexity thinking </p> <p>Utbildningar: Gteborg: 11-12 December 2013 (Entreprenurial Hive, stra Larmgatan 16) Oslo: 15-16 Januari 2014 Stockholm: 25-26 Februari 2014 (Kompetenscenter Stockholm, Fleminggatan 7) </p> <p> Anml dig p och </p> <p>Tack! </p> <p> TwiRer: @piamia2 Linkedin: Blogg: Webb: </p>