Management 3.0 för hr och chefer - GreenBullet webinar 20131015
•
0 likes•534 views
The document discusses management 3.0 and how to engage employees through agile values and leadership. It argues that engaged employees perform better and stay longer, leading to satisfied customers who purchase more, driving profitability and shareholder value. It emphasizes empowering self-organizing teams and focusing on intrinsic motivation through autonomy, mastery, and purpose rather than extrinsic rewards. Managers are encouraged to energize people and their strengths while allowing teams to self-organize with empowerment and trust.
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Management 3.0 för hr och chefer - GreenBullet webinar 20131015
Similar to Management 3.0 för hr och chefer - GreenBullet webinar 20131015 (20)
Recently uploaded
Recently uploaded (20)
Management 3.0 för hr och chefer - GreenBullet webinar 20131015
- 1. Management 3.0 för HR och Chefer
- 3. Medarbetarengagemang genom Agila värderingar och Agilt ledarskap
- 4. VARFÖR? The Human Capital Value Chain Engagerade medarbetare presterar bäFre och stannar längre Nöjda kunder Enagerade medarbetare är lojala och köper igen ökar kundnöjdheten Kunder som köper igen driver lönsamhet Lönsamhet ökar akHeägarvärdet 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
- 5. GreenBullet ! Grundades 2008 av Pia-‐Maria Thoren och Tomas Kaudern. Vi har nu kontor i både Stockholm och Göteborg ! Vi har lång konsulterfarenhet från många branscher och såväl stora som lite mindre företag ! Talent management med agila värderingar har varit en röd tråd genom alla våra uppdrag ! Vi hjälper också företag aF välja räF systemstöd för HR ! ! ! ! Bloggar: agilhr.se, performancebloggen.se Nätverk: AgilePeople.se Konferens: Agil HR Sverige (agilhrsverige.se) Våra företagsvärderingar: ! Enkelhet ! Engagemang ! Transparens
- 7. Pia-‐Maria Thorén PIA-‐MARIA THOREN FOKUSOMRÅDE: TALENT & PERFORMANCE MANAGEMENT, AGILT LEDARSKAP • VD: GREENBULLET SOLUTIONS • CIVILEKONOM FRÅN HANDELS I GBG • KONSULT OCH PROJEKTLEDARE SEN 1994 • BLOGGAR PÅ PERFORMANCEBLOGGEN.SE OM ATT SKAPA ENGAGEMANG PÅ JOBBET • ARBETAT MYCKET MED TALENT MANAGEMENT PÅ STORA INTERNATIONELLA FÖRETAG "Ingen5ng är omöjligt. Det omöjliga tar bara lite längre 5d." Winston Churchill +46 763 056134 pia-‐maria.thoren@greenbullet.se
- 8. Integrerad Talent Management med agilt fokus
- 10. Jurgen Appelo – pappa Hll Mgmt 3.0
- 12. Why 3.0?
- 13. Management is too important to be lem to the managers. 13
- 15. Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effecHve 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.
- 16. Management 3.0
- 17. 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. 17
- 18. Extrinsic MoHvaHon Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-‐linear effects 18
- 19. Intrinsic MoHvaHon Desire to achieve goal G Where G is its own reward No non-‐linear effects 19
- 20. 10 Intrinsic Desires Curiosity Honor Acceptance Mastery / Competence Power Freedom / Independence / Autonomy Relatedness / Social Contact Order Goal / Idealism / Purpose Status The need to think Being loyal to a group The need for approval The need to feel capable The need for influence of will Being an individual The need for friends Or stable environments The need for purpose The need for social standing 20
- 21. Curiosity The need to think 21
- 22. Honor Sharing values with a group 22
- 23. Acceptance The need for approval 23
- 24. Mastery The need to feel competent 24
- 25. Power The need for influence of will 25
- 26. Freedom Being an independent individual 26
- 27. Relatedness The need for social contacts 27
- 28. Order The need for stable environments 28
- 29. Goal The need for purpose 29
- 30. Status The need for social standing 30
- 31. Exercise: Moving Motivators 1. Put the motivator cards in order, from unimportant to important 2. (You may leave out any cards you don’t want to use.) 31
- 32. Happiness index
- 34. View #2: Empower Teams Teams can self-‐organize, and this requires empowerment, authorizaHon, and trust from management. 34
- 35. management self-‐organiza5on self-‐organizaHon is omen complex, not chaoHc SomeHmes it needs a li8le management 35
- 36. Managers are like gardeners They let self-‐organizaHon (anarchy) do useful work while steering the system toward valuable results 36
- 37. But HOW do we grow a valuable self-‐organizing system? 37
- 38. Well, NOT by puung a control center on top of a living system 38
- 39. Distributed being A complex system is more than the sum of its parts, and the “extra” stuff 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 39
- 40. Empowerment is implemenHng distributed control by delegaHng authority 40
- 41. The Seven Levels of Authority 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: influence decision made by the team 6. Inquire: ask feedback after decision by team 7. Delegate: no influence, let team work it out 41
- 42. The opHmal level of authority depends on people’s competence and the organizaHonal impact of decisions 42
- 44. Seven Levels of Authority 44
- 45. Key Decision Areas 45
- 46. teams or people 46
- 47. flow from lem to right 47
- 48. Treat delegaHon as an investment 48
- 49. The ulHmate goal is a self-‐directed team (but usually not aFainable) 49
- 50. Management 3.0
- 51. Do not allow individual stakeholder goals to replace extrinsic and emergent goals
- 52. Remember to communicate your goals
- 53. Consider stories, metaphors, pictures or video hFps://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results
- 54. Management 3.0
- 55. Competence = maturity in 2 dimensions
- 56. 7 Approaches to competency development 1. Self-‐Development 2. Coaching & Mentoring 3. Training & CerHficaHon 4. Culture & SocializaHon 5. Tools & Infrastructure 6. Supervision & Control 7. Management
- 57. Management 3.0
- 58. 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 . 58
- 59. The workplace is a network 59
- 62. Widen Job Titles 62
- 64. Management 3.0
- 65. The Management 3.0 model Six organizational views based on complexity thinking
- 66. Utbildningar: Göteborg: 11-‐12 December 2013 (Entreprenurial Hive, Östra Larmgatan 16) Oslo: 15-‐16 Januari 2014 Stockholm: 25-‐26 Februari 2014 (Kompetenscenter Stockholm, Fleminggatan 7) Anmäl dig på greenbullet.se/management-‐30 och agilhrsverige.se
- 67. Tack! pia-‐maria.thoren@greenbullet.se TwiRer: @piamia2 Linkedin: se.linkedin.com/in/piamia/ Blogg: performancebloggen.se Webb: www.greenbullet.se