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What if… We knew the difference between leadership and management?

What if… We knew the difference between leadership and management?

 

leadership and management

Presenter: Tony Mortensen, Director of the Executive Development Programmes

 

· What is strategic leadership?
· What is effective management?
· Do organisations know the difference?
· What is best for achieving sustainable growth?

 

The last decade has seen an exponential increase in the number of courses offered in the area of organisational leadership, with almost every major business school worldwide now offering specialised training in this area. Do organisations truly understand the key difference between leadership and management? Do they understand what is needed in their organisation to achieve efficiency, profitability and sustainable growth? If we employ skilled people to undertake the different tasks in an organisation do we really need to manage those people or are we better off allowing them to do what we employed them to do. The flip side of this is that if we do not manage these people effectively then the organisation runs the risk of becoming less efficient and effective at providing society with the desired outcomes.
At odds with both these ideas is the fact that New Zealand is now seen as one of the hardest working countries in the OECD, yet our productivity continues to fall. Therefore, are organisations getting the best from their human resource or are we as a society destined to be out-performed?
Tony has over 18 years’ experience in accounting, management and education and is now responsible for executive training through the Master of Business Administration (MBA), Postgraduate Certificate in Strategic Leadership, Master of Business Management (MBM), Master of Professional Accounting (MPA) and Executive Education (short courses).

 

3 Dimensions of Innovation: James Wallbank

3 Dimensions of Innovation: James Wallbank

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In the late 90′s James imagined an alternative model of lifelong digital engagement that would be free and open to all, and would develop a wide range of skills and abilities at a minimal cost. A key seemed to be mobilising the wasted resources he saw around him – prematurely obsolete technology, trashed materials, empty buildings, and the wasted time of people who couldn’t find work.

The do-it-yourself media lab that emerged from that vision, Access Space, opened in 2000 and is still running today. It combines recycled computers, free software and the collective intelligence of a peer learning community to build a powerful platform for developing skills and enterprise. Access Space develops confidence, capability, creativity and connections, and seeks to spread its holistic approach.

Currently the organisation is researching the individual, enterprise and community development potential of advanced manufacturing technologies. James contends that access to technology and technological skills, are necessary, but insufficient, for individuals, enterprises or communities to thrive; other very different capabilities are also needed.

Brian Klapper: “The Q-Loop”

Brian Klapper: “The Q-Loop”

The business environment has never been more fast-paced and competitive. Survival, let alone success, depends on an organization’s ability to recognize possibilities, innovate, implement change, and sustain that transformation. Yet a paradox exists. How does an established organization filled with long-time employees, a deeply entrenched culture, and a history of drawn-out planning and development cycles become nimble, innovative, and responsive? In The Q-Loop Brian Klapper reveals the “art and science” of lasting transformation based on a proven, repeatable model. Learn how to unlock the potential of your organization’s collective intelligence to create buy-in from top to bottom. The Q-Loop extracts the deep knowledge that resides with front line employees, breaks down their inherent resistance to change, and converts them into passionate advocates who are fully invested in leading the organization to achieve transformational results.

About the Speaker: Brian is the President and Founding Partner of The Klapper Institute. He is an internationally recognized expert in transformational change, working with a variety of global companies in financial services, consumer products, manufacturing, food service, utilities, retail, and healthcare. His experience spans all elements of the value chain, as well as all customer touchpoints. A recognized thought leader, Brian is currently working on a new book that provides insights on the complex cultural and operational issues that companies must address to achieve and sustain transformational change.

Before founding The Klapper Institute, Brian was the President of The Tatham Group, a boutique process redesign firm. Previously, he was a Partner at Mercer Management Consulting (formerly Strategic Planning Associates, now Oliver Wyman) focusing on strategy development and operational transformation.

Talent Management Best Practices: Identifying and Developing High Potential Leaders

Talent Management Best Practices: Identifying and Developing High Potential Leaders

Kevin Groves, assistant professor of organizational theory and management at the Graziadio School of Business and Management, makes a case for why talent management matters now more than ever. Based on his research, he offers a model for talent management best practices and the implications of his findings for organizations.

 

The Model of Hope: Daniel Simkin and Ethan Wasserman

The Model of Hope: Daniel Simkin and Ethan Wasserman

Daniel Simkin is the co-founder and co-director of HopeBook, Inc, a nonprofit organization dedicated to help cancer patients. He was born and raised in Venezuela. In 1997 he was diagnosed with Non-Hodgkin Lymphoma and the doctors’ prognosis revealed that Daniel would only live for two months. He not only survived and lived past those two months, but he fought cancer for a year. He remembers that there were 23 other children in the Cancer Ward at that time who were also battling this horrible disease, of which he is one of only three survivors from that group. Today he has been cancer free for 15 years. For Daniel, cancer has changed his entire viewpoint on life, and he really enjoys helping cancer patients. Daniel is the co-founder and co-director of HopeBook, Inc, a non-profit organization dedicated to help cancer patients.

Currently, Daniel lives and studies in New York City. He is majoring in Business Management and minoring in Mathematics at Yeshiva University and will be graduating in 2014. Daniel is a serial entrepreneur who, at 22 years of age, has created six different companies. Daniel plans to continue dedicating his time to those with cancer.

Ethan Wasserman is a co-founder of HopeBook, a non-profit that helps young cancer patients through the tough challenges they face everyday. His co-founder suffered from cancer and realized that even simple questions like, “Why is this happening to me?” are hard to answer. HopeBook was started to provide these answers and stop patients from feeling alone. HopeBook is a community project dedicated to creating, distributing and providing hope to patients in the form of a book. This interactive diary is a collection of information, games, health facts and stories of people who overcame the same struggles and are alive and thriving today. It provides a vision of a future to patients by sharing stories of many others who survived the same disease. It has created a network of friends who use their experiences to help current patients. Ethan graduated Yeshiva University with degreesin Psychology and Political Science. He is currently a Presidential Fellow for the Sy Syms School of Business at YU.

 

Adam Grant ” The Power of Powerless Communication”

Adam Grant ” The Power of Powerless Communication”

Adam Grant, author of ‘Give and Take’ and the youngest tenured professor at Wharton- gives us some insight into what works in communication. Grant uses results from research as well as stories from his own life to get us thinking about how we are perceived when we communicate and how to tweak our style to maximize our results.

Keys to leadership success

Keys to leadership success

ESADE Visiting Professor and leadership expert Richard Boyatzis discusses the characteristics that distinguish effective leaders from non-leaders

Collaboration -Affect/Possibility – Ken Blanchard

Collaboration -Affect/Possibility – Ken Blanchard

Stating that “no one of us is as smart as all of us,” Ken Blanchard teaches us three aspects of successful collaboration: 1. if you meet someone who wants to accomplish something, and you want to accomplish something, the experience is meant to be dynamic; 2. rely on the different skills and experience people bring to the table; 3. “essence” and “form” are the two characteristics of a solid collaboration.

 

The Ten Habits Of Leadership Development

The Ten Habits Of Leadership Development

Ossie Mills talks to us about habits that promotes leadership development.

 

Leadership 4.0: a brave new approach for a new generation

Leadership 4.0: a brave new approach for a new generation

Leadership 4.0: a brave new approach for a new generation

Since the Industrial Revolution, organizations have, in turn, been subjected primarily to three forms of leadership (Production-oriented, Quality-oriented, and Opportunity-oriented), none of which will provide the necessary guidance, influence and inspiration needed by the next generation of organizations. To excel in the future, leaders will need extraordinary capacity to learn, facilitate, coach and communicate in whole new ways. In this highly-engaging workshop, Jim Boneau will give participants a fascinating look into the challenging future that leaders will face complete with amorphous organization structures, radical new forms of teams and transitory working arrangements. Most importantly, he will discuss the leadership development strategies and approaches that companies will need to employ in order to create the vibrant, adaptable organizations required to survive and thrive in the future.

Learning Objectives
Participants will:

1. Gain an understanding of the evolving nature of organizations and leadership,
2. Learn the skills, competencies and abilities that successful leaders of the future will require, and
3. Increase their ability to design an overall leadership development plan based upon the expected demands on leaders in the future.