With our track record on organizational strategies of colleague behaviour and role improvement, the development of professional confidence and the authority to lead will always be areas of concerned interest.
Organizations regardless of size and culture have expectations of improvement right across the piece with the fostering of confidence that encourages even better year on year results seen as critical. Because what started out with hiring, usually comes down to credibility as to whether or not candidates who seemed to come out on top at the interview will, when at the sharp end be able to deliver to expectations.
Delivering the promise of the interview goes well beyond management strategies and procedural performance. Who's really able to deliver when we're up and running is the question we all need to ask. Examples of teaching materials and courses in organisations
Visit any supermarket shop floor and it's plain to see who's really running it through ability to lead by example. There's a stark difference between those who are setting the pace and those for whom following is more to their style of responsibility.
Ask any sole trader and they will tell you just how difficult it is to trust their business to someone else. So how do you lead successfully without ending up doing everything yourself? How do you instilled confidence allowing you to trust the future of your business to the leadership of others? Or trusting others to lead on your decision-making?
WHAT IS SUSTAINABILITY?
Whilst it is difficult to define sustainability as an integral element of progression, we would do well to consider behaviours that might reflect it's presence within organisational cultures. Better still and where policies will allow, commercially learn how to apply sustainable progress bearing in mind that the next three years will no doubt see us hitting the buffers of climate change and confronting biodiversity, along with the irreversable consequences. Progress is constructively measured through the timely management of behaviours, achieved using 10 clearly available steps in reducing carbon footprints for individuals and organisations.
"The recent IPCC report is a scary reminder that we all need to immediatley act to reduce carbon emmissions and world leaders and energy companies need to change around their behaviours now and leave the rest of the fossil fuels in the ground.
Mass and rapid expansion of renewables will be needed. The pandemic has already shown us how quickly we can change the way we live and work when the world depends on it. We need to carry on those behaviours and continue to change for the better of our environment".
Faye Bennett-Hart Director of Sustainability at Rio ESG August 10th 2021
REACHING FULL POTENTIAL
Over the last five years so many high profile names have left the High Street. In 2020 we say goodbye to Mothercare and the closure of nineteen Debenham branches. Then there are the others who have for years been seen as examples of progressive retailing beyond reproach, now beginning to slip into serious decline.
The prestige and responsible management once taken for granted to be found wanting, in difficulties unknown to employees and unexpectedly received by those for whom leading should have been synonymous with an appropriate skills set with senior excutives having to step down along with the possible removal of bonuses for those at the cutting edge of a once proud retail operation.
We have now reached a point of having to grab the bull by the horns in doing something rather than waiting for something to happen in trying to ride out the consequences of an economy increasingly moving in the wrong direction.
The usual suspects of failure are obvious, not least the lost footfall from on-line shopping and the inevitable bogey man of Brexit, but these are excuses unlikely to herald a return of optimistic forecasting anytime soon.
Therefore the ease of treading water due to uncertainty needs to be put firmly behind us, in attempts to get on with the main tasks in hand and reaching a professionally managed potential put on hold for far too long.
DELEGATION, REDEPLOYMENT AND THE INTRODUCTION OF ALTERNATIVE SKILLS
There would be no difficulty in fully appreciating what might be the need to rebalance the national economy, especially in the light of those painful lessons learned from an unprecedented overreliance on the financial sector.
However, the need for rebalancing closer to home might appear less immediate although on reflection and in reviewing the future of the organisation, a similar situation confronts us all but this will probably mean different things to different organisations depending on the industry or service sector culture.
The object of this one day fully customised introductory course is to understand these different working environments, as being organisational cultures of underused productivity, precariously constrained by relationships, personal ambition and at times an unwillingness to let go the reins in experiencing the risk and reward groundless ground. Because there's no risk without learning, no learning without risk.
The course draws heavily on the need for enterprise, re-skilling and adapting to competitive change using literature from the management sciences in response to market forces and global economies.
LOCAL AUTHORITY APPROACHES TO BIODIVERSITY
The role immerging for local authorities in promoting and implementing strategies of biodiversity, now sits in prominence alongside that of climate change and sustainability.
A progressive approach in maintaining an environmental balance for parks and open spaces is bound to be seen as key. Although when planning approval becomes part of the equation, retaining the credibility of local councillors will be paramount when taxpayers assess their future prospects as communities reliant upon decision-making from local politicians.
WHAT IS CUSTOMISED PEOPLE DEVELOPMENT ABLE TO ACHIEVE?
The need for people development has never been more urgent in being able to recover position and market share, as the economy shudders and strains in its attempt to find some level of normality in trading conditions.
The weight of additional challenge in running a business remotely and not least, that `creative working together' was most evident in a piece from Simon Jack Business Editor reporting on The Bourne Group BBC News December 13th 2021 "We're just starting to rebuild this again".
Developing your own `creative bookmarks' specfic to an organisational culture will encourage remote workers to hold those `inspirational thoughts - gone in seconds', to be quickly captured and then turned into creative realities when feeding back to the collective. research@cla-associates.co.uk
EVENTS IN DETERMINATION OF ORGANISATIONAL GROWTH AND ENTERPRISE
As the economy in Europe and beyond begins to unravel, organisations will be actively seeking opportunities to participate in the promotion of their products and services ahead of competitors.
An element of recovery, heralding the welcomed return of conferencing and events, initiated by ambitious cultures keen once again to take up the baton of enterpise.
INDUCTION PROGRAMMES REVISTED
Having spent time assessing organisational needs within a range of cultures cla are able to explore business structures even further with induction programmes being a good example. Their strategic importance and ultimate value for the end user is often overlooked since they are usually seen as a process to be rolled out as required.
For many organisations a renewal of the induction programme is long overdue and therefore cla would provide mechanisms for the aspirations and enthusiasm of the training department to be realised in developing and then road testing a fully customised induction programme.
CORPORATE AND OCCUPATIONAL FILMED ETHNOGRAPHY
Corporate and Occupational Filmed Ethnography is a research led technique designed to evaluate organisational procedure, performance and operational effectiveness. It is able to capture on film aspects of organisational behaviour and operational procedures, providing factual evidence for the design of jobs, corporate restructuring and assessments for planned maintenance programmes. In essence COFE offers enabling techniques for identifying specific areas of concern or `organisational pain` often to be interpreted as a signal that something is wrong. (Lawrence (1954) and Bauer (1995).
PROJECT MANAGER INFLUENCING SKILLS
With the increasing amount of project management work being undertaken by organisations, this course is designed to give professionals in their own field the opportunity to assess their current influencing skills in a safe environment. Specifically, it examines those situations where advancing the project will depend to a large extent, on personal interactions not usually covered by project management training per se.
|
