Management 3.0 för hr och chefer - GreenBullet webinar 20131015

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En presentation om Management 3.0 för HR och chefer ala GreenBullet

Text of Management 3.0 för hr och chefer - GreenBullet webinar 20131015

Management 3.0 fr HR och chefer.pptx

Management 3.0 fr HR och Chefer

Medarbetarengagemang genom Agila vrderingar och Agilt ledarskap

VARFR? The Human Capital Value Chain

Engagerade medarbetare presterar bFre och stannar lngre

Lnsamhet kar akHegarvrdet

Kunder som kper igen driver lnsamhet

Njda kunder r lojala och kper igen

Enagerade medarbetare kar kundnjdheten

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

GreenBullet ! Grundades 2008 av Pia-Maria Thoren och Tomas Kaudern. Vi har nu kontor i bde

Stockholm och Gteborg ! Vi har lng konsulterfarenhet frn mnga branscher och svl stora som lite mindre

fretag ! Talent management med agila vrderingar har varit en rd trd genom alla vra

uppdrag

! Vi hjlper ocks fretag aF vlja rF systemstd fr HR

! Bloggar: agilhr.se, performancebloggen.se ! Ntverk: AgilePeople.se ! Konferens: Agil HR Sverige (agilhrsverige.se) ! Vra fretagsvrderingar:

! Enkelhet ! Engagemang ! Transparens

Ngra kunder!

Pia-Maria Thorn

PIA-MARIA THOREN FOKUSOMRDE: TALENT & PERFORMANCE MANAGEMENT, AGILT LEDARSKAP VD: GREENBULLET SOLUTIONS CIVILEKONOM FRN HANDELS I GBG KONSULT OCH PROJEKTLEDARE SEN

1994 BLOGGAR P

PERFORMANCEBLOGGEN.SE OM ATT SKAPA ENGAGEMANG P JOBBET

ARBETAT MYCKET MED TALENT MANAGEMENT P STORA INTERNATIONELLA FRETAG

"Ingen5ng r omjligt. Det omjliga tar bara lite lngre 5d."

Winston Churchill

+46 763 056134 pia-maria.thoren@greenbullet.se

Integrerad Talent Management med agilt fokus

Jurgen Appelo pappa Hll Mgmt 3.0

www.management30.com version 2.03

3.0? Why

Management is too important to be lem to the

managers.

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Man

agem

ent 3

.0

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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.

Management 3.0

View #1: Energize People

People are the most important parts of an organizaHon and managers must do all they can to keep people acHve, creaHve, and moHvated.

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Extrinsic MoHvaHon

Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-linear eects

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Intrinsic MoHvaHon

Desire to achieve goal G Where G is its own reward No non-linear eects

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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

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Curiosity

The need to think 21

Honor

Sharing values with a group 22

Acceptance

The need for approval 23

Mastery

The need to feel competent 24

Power

The need for inuence of will 25

Freedom

Being an independent individual 26

Relatedness

The need for social contacts 27

Order

The need for stable environments 28

Goal

The need for purpose 29

Status

The need for social standing 30

1. Put the motivator cards in order, from unimportant to important

2. (You may leave out any cards you dont want to use.)

Exercise: Moving Motivators

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Happiness index

Management 3.0

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View #2: Empower Teams

Teams can self-organize, and this requires empowerment, authorizaHon, and trust from management.

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self-organizaHon is omen complex, not chaoHc SomeHmes it needs a li8le management

management self-organiza5on

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Managers are like gardeners They let self-organizaHon (anarchy) do useful work while steering the system toward valuable results

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But HOW do we grow a valuable self-organizing system?

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Well, NOT by puung a control center on top of a living system

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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

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Empowerment is implemenHng distributed control by delegaHng authority

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1. Tell: make decision as the manager

2. Sell: convince people about decision

3. Consult: get input from team before decision

4. Agree: make decision together with team

5. Advise: inuence decision made by the team

6. Inquire: ask feedback after decision by team

7. Delegate: no inuence, let team work it out

The Seven Levels of Authority

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The opHmal level of authority depends on peoples

competence and the organizaHonal impact of decisions

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Authority Boards

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Seven Levels of Authority 44

Key Decision Areas 45

teams or people 46

ow from lem to right 47

Treat delegaHon as an investment

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The ulHmate goal is a

self-directed team (but usually not aFainable)

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Management 3.0

Do not allow individual stakeholder goals to replace extrinsic and emergent goals

Remember to communicate your goals

hFps://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results

Consider stories, metaphors, pictures or video

Management 3.0

Competence = maturity in 2 dimensions

1. Self-Development

2. Coaching & Mentoring

3. Training & CerHcaHon

4. Culture & SocializaHon

5. Tools & Infrastructure

6. Supervision & Control

7. Management

7 Approaches to competency development

Management 3.0

View #5: Grow Structure

Many teams operate within the context of a complex organizaHon, and thus it is important to consider structures that enhance communicaHon .

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The workplace is a network

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Hire Generalizing Specialists

T

Promote Informal Leadership

Widen Job Titles

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Management 3.0

The Management 3.0 model

Six organizational views based on complexity thinking

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)

Anml dig p greenbullet.se/management-30 och agilhrsverige.se

Tack!

pia-maria.thoren@greenbullet.se TwiRer: @piamia2 Linkedin: se.linkedin.com/in/piamia/ Blogg: performancebloggen.se Webb: www.greenbullet.se