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MD@Meshed Mongolia

  1. Management Development @ Meshed 2012 Introduction lecture 2012/12/19
  2. Agenda This morning we’ll have a look at: • Today’s challenges in MD • Tomorrow’s challenges in MD • Key Success Factors • Creating a learning organization • The Meshed Solution
  3. Let’s first look at some international trends…
  5. Virtual teams • Global economy • Global partners • Global teams  How do I deal with having a team that spans across continents, time-zones, cultural borders? Working with people who are not my employees, but for whom I take the lead in a project…? Kevin Eikenberry
  6. Emotional engagement • I-come-for-the-money • I-leave-for-the-money • No emotional involvement of staff  Making emotional links between employees and companies is of utmost importance if we are to keep the 75-80% of “unengaged I-come-for-the- money” workers actually involved and ready to innovate and go the extra mile… Michael Stallard
  7. Cultural differences • Generation gaps • Preference/lifestyle gaps • Political gaps  People tend to associate “culture” with countries, but it’s bigger that than: Generation gaps, preference-gaps, political gaps…. these all have an impact… Alfredo Castro
  8. Integration – systems thinking • Training budget cut in economic decline • Lack of top talent • Training not tied in with business objectives  Most companies face the challenges of having top talent ready for strategic changes in the company. Management development often not high on the corporate agenda… Frank Lloyd
  9. What are the current challenges in Mongolia? Fairly similar?
  11. The manager as a coach • The manager does not have “direct control” over his virtual team: – Hire and fire – Rewards and penalties • Managers’ focus more and more on softer skills to manage his team
  12. Global, intercultural communication • What communication tools to use? • Acknowledge and accept differences? • Use differences as a catalyst for changes and innovation?
  13. Teach motivation • People need to believe in the skills they acquire – Sharing best practices – Sharing success stories – Rewarding efforts – Send clear signals of expectations
  14. Encourage experiments • Support a little risk-taking to be able to make changes, NOT: – Fear to do things wrong – Short term goals • Otherwise people will never try to change!
  16. Top-management support • Top management will need to openly support and empower people to make changes all over the organization • Training objectives need to be aligned with the strategic objectives of the organization
  17. Sharing • Establish cross cultural, cross departmental teams to define, analyze, organize, implement and evaluate problems, projects and changes • Organize the sharing of: – Lessons learned – Training results – Best practices – Success stories – Ideas
  18. Reward • Reward initiative • Reward sharing of knowledge and experience • Reward risk-taking
  19. Align • Management development and training should be a strategic imperative • Align corporate strategy and training objectives
  20. Integrate By integrating management development and supporting sharing of knowledge and experience throughout the organization your organization can become a learning organization.
  22. Definition A learning organization is the term given to a company that • Facilitates the learning of its members; • Continuously transforms itself; • From within. Peter Senge
  23. Five main features • Systems thinking • Personal mastery • Mental models • Shared vision • Team learning Peter Senge
  25. Basic principles (1) • Discuss and analyze requirements with top- management; • Secure top management support; • Give staff the knowledge base to understand learning concepts and develop their own learning strategies; • Address applicability to own working environment to ensure transfer of knowledge and skills acquired;
  26. Basic principles (2) • Have staff practice skills in a “safe” environment; • Share best practices through cases; • Use coaching and mentoring to assist in transfer of knowledge to the work environment; • Consult top and middle management to create a shared vision and support the development of a learning organization.
  27. Knowledge development 12 sessions on various management topics: • Leadership • Strategy development • People and organizations • Marketing • Sales and customer service • Production, logistics and supply chain management • Business performance and development • Financial management • Risk management and legal issues • IT and support • Human resources • Change and project management
  28. Skills development 10 skills development sessions: • Leadership • Presentation techniques • Communication and interactions • Meeting techniques • Sales and service • Negotiation techniques • Conflict handling • Active listening • Giving and receiving feedback • Stress and time management
  29. Case work Practical cases to assist with the transfer of knowledge and to apply the lessons learned to a real-life situation.
  30. Personal Development Plans (PDP) Each participant develops a PDP under professional guidance of a coach to direct the personal efforts to become a complete, involved employee for an organization.
  31. Intervision Group coaching sessions during which the participants are trained to use simple coaching techniques to help and support each other in work-related problems independently.
  32. Individual coaching • Individual coaching or mentoring to assist with the transfer of knowledge and skills to the real working environment; • Individual coaching to assist working professionals in their personal development; • Individual coaching aimed at improving the contribution of an individual or group to the organizational goals.
  33. Our team • Aernout Aki Ackerman • Dugarsuren “Mike” Munkhbaatar • Various guest speakers who contribute to give a personal, professional perspective on a number of topics • Two/three professional, international experiences and accredited coaches and mentors
  34. What we’ve looked at: • Today’s challenges in MD • Tomorrow’s challenges in MD • Key Success Factors • Creating a learning organization • The Meshed Solution

Notas do Editor

  1. Systems thinking. The idea of the learning organization developed from a body of work called systems thinking. This is a conceptual framework that allows people to study businesses as bounded objects.Learning organizations use this method of thinking when assessing their company and have information systems that measure the performance of the organization as a whole and of its various components.Systems thinking states that all the characteristics must be apparent at once in an organization for it to be a learning organization. If some of these characteristics are missing then the organization will fall short of its goal. However O’Keeffebelieves that the characteristics of a learning organization are factors that are gradually acquired, rather than developed simultaneously.Personal mastery. The commitment by an individual to the process of learning is known as personal mastery.There is a competitive advantage for an organization whose workforce can learn more quickly than the workforce of other organizations. Individual learning is acquired through staff training and development, however learning cannot be forced upon an individual who is not receptive to learning.Research shows that most learning in the workplace is incidental, rather than the product of formal training,therefore it is important to develop a culture where personal mastery is practiced in daily life.A learning organization has been described as the sum of individual learning, but there must be mechanisms for individual learning to be transferred into organizational learning.Mental models. The assumptions held by individuals and organizations are called mental models. To become a learning organization, these models must be challenged. Individuals tend to espouse theories, which are what they intend to follow, and theories-in-use, which are what they actually do.Similarly, organizations tend to have ‘memories’ which preserve certain behaviours, norms and values. In creating a learning environment it is important to replace confrontational attitudes with an open culture that promotes inquiry and trust. To achieve this, the learning organization needs mechanisms for locating and assessing organizational theories of action. Unwanted values need to be discarded in a process called ‘unlearning’. Wang and Ahmed refer to this as ‘triple loop learning.’Shared vision. The development of a shared vision is important in motivating the staff to learn, as it creates a common identity that provides focus and energy for learning. The most successful visions build on the individual visions of the employees at all levels of the organization,thus the creation of a shared vision can be hindered by traditional structures where the company vision is imposed from above. Therefore, learning organizations tend to have flat, decentralized organizational structures. The shared vision is often to succeed against a competitor, however Senge states that these are transitory goals and suggests that there should also be long term goals that are intrinsic within the company.Team learning. The accumulation of individual learning constitutes team learning The benefit of team or shared learning is that staff grow more quicklyand the problem solving capacity of the organization is improved through better access to knowledge and expertise. Learning organizations have structures that facilitate team learning with features such as boundary crossing and openness. Team learning requires individuals to engage in dialogue and discussion; therefore team members must develop open communication, shared meaning, and shared understanding. Learning organizations typically have excellent knowledge management structures, allowing creation, acquisition, dissemination, and implementation of this knowledge in the organization.