Management Advice, News and Opinion The Change Curve - Change Management Training from MindTools.com You've invested time and dollars in the latest systems and processes, you've trained everyone, and you've made their lives easier (or so you think). Yet, people persist in their old ways. Where are the business improvements you expected? And when will the disruption subside? The fact is that organizations don't just change because of new systems, processes or structures. In this article and video, we'll look at why making personal and organizational change can be so difficult, and how to make it easier. Help your people to adjust to any changes that are coming their way. As someone needing to make changes within your organization, the challenge is to help and support people through these individual transitions, which can sometimes be intensely traumatic, and involve loss of power and prestige... and even employment. The easier you can make this journey for people, the sooner your organization will benefit, and the more likely you are to be successful. Note 1: Note 2: The Change Curve Tip:
About us - About us We’re the CIPD — the professional body for HR and people development. We are the voice of a worldwide community of more than 135,000 members committed to championing better work and working lives. We’ve been setting the benchmark for excellence in people and organisation development for more than 100 years. We’re independent and not-for-profit and hold a highly respected Royal Charter. Learn more about our purpose, vision, mission and values What we do and how we work For an overview of the work we do and how we do it, download our annual review or find out about: What we stand for The CIPD acronym stands for the Chartered Institute of Personnel and Development, but today we're known simply as the CIPD. Read more about our purpose, vision, mission and values Visit our press office to read about our latest campaigns
10 Characteristics of High-Performing Teams | Carl Wiese Most members of high-performing teams report that it's fun and satisfying to work on collaborative teams because they are asked to contribute at their highest potential and they learn a lot along the way. Characteristics of high-performing teams include the following: People have solid and deep trust in each other and in the team's purpose -- they feel free to express feelings and ideas.Everybody is working toward the same goals.Team members are clear on how to work together and how to accomplish tasks.Everyone understands both team and individual performance goals and knows what is expected.Team members actively diffuse tension and friction in a relaxed and informal atmosphere.The team engages in extensive discussion, and everyone gets a chance to contribute -- even the introverts.Disagreement is viewed as a good thing and conflicts are managed. A team charter paves the way for collaborative success by providing clarity that builds trust and accountability.
Questions de Management - Le blog d'Eric Delavallée - Le manager idéal n'existe pas! Cela ne doit pas vous empêcher de devenir un manager Kurt Lewin's Force Field Analysis: Decision Making Made Easy By Lyndsay Swinton Kurt Lewin’s Force Field Analysis is a simple yet effective decision making model to add to your management tool-kit. Here’s the low down on how to use force field analysis to make better decisions, quickly, for yourself or with others. Who’s Kurt Lewin anyway? Kurt Lewin was a German social psychologist born in 1890, best known for “Force Field Analysis” using force field diagrams, and for introducing scientific experimentation to test hypotheses. Force Field Analysis – the 35,000 foot view There are always pros and cons to a decision – nothing is ever that simple! If it's a close call and the decision for or against is not clear, you can add an extra step. Force Field Analysis – Step 1 On a sheet of paper or spreadsheet, list all the factors for (pros) and factors against (cons) a decision. Force Field Analysis : step 1 Force Field Analysis -Step 2 Give each factor a score of between 1 and 5, where 1 is low or weak and 5 is high or strong. Force Field Analysis : step 2
Hackman and Oldham job characteristics model | Employee motivation theories | YourCoach Gent The job characteristics model, designed by Hackman and Oldham, is based on the idea that the task itself is key to employee motivation. Specifically, a boring and monotonous job stifles motivation to perform well, whereas a challenging job enhances motivation. Variety, autonomy and decision authority are three ways of adding challenge to a job. Job enrichment and job rotation are the two ways of adding variety and challenge. It states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). Hackman and Oldham’s job characteristics theory proposes that high motivation is related to experiencing three psychological states whilst working: Employee motivation ebook
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