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Today! Day 3 Team Presentations: Field exercise Discussion on organizational culture Know Thyself: PDP Evaluations Know the UST MBA program! Orientation,

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Presentation on theme: "Today! Day 3 Team Presentations: Field exercise Discussion on organizational culture Know Thyself: PDP Evaluations Know the UST MBA program! Orientation,"— Presentation transcript:

1 Today! Day 3 Team Presentations: Field exercise Discussion on organizational culture Know Thyself: PDP Evaluations Know the UST MBA program! Orientation, and more……

2 Learning from Real Life Each team has 10 minutes Tell us who you observed and circumstances Summarize results Address questions in assignment Add other insight and recommendations

3 Changing Focus of Competitive Advantage: Competing on Execution Speed and Simplicity : From “Strategic Planning” to “Strategic Behavior” The only Sustainable Edge: Organizational Capability and People New Rules Of Global Competition

4 Human Resources as a Business Partner: Three Core Questions How can we build dynamic organizations? –How do we align? How can we increase the value-added of the HR function? –How do we execute? How can HR become a source of competitive advantage? –How do we differentiate?

5 Organizational Capabilities A human organization needs all the three pillars to create organizational capabilities. Organizational Capabilities Employee Competence Employee Governance Employee Mindset Source: Arthur Yeung

6 Key HR Levers In Building Human Organization Information Organization Design Organization Culture Appraisal / Rewards Development Staffing Employee Governance Employee Mindset Employee Competency Source: Arthur Yeung

7 Employee Mindset in China: Start With Organizational Culture Innovation Customer Orientation Fair Rewards Harmony Leadership Social Responsibility

8 Organizational Culture Dimensions

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10 Organizational Culture in China: Who Will Perform Better? Firms with strong culture? Firms with customer-centric culture? Firms with middle of the road culture? Firms with weak culture?

11 So Where Will We See?

12 Organizational Culture Values and Firm Ownership

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16 Key HR Levers In Building Human Organization Information Organization Design Organization Culture Appraisal / Rewards Development Staffing Employee Governance Employee Mindset Employee Competency Source: Arthur Yeung

17 © PDP Institute Co. Ltd. & PDP Inc.17 Moving Ahead: PDP Assessment  To show you how YOU can use PDP to  Enhance opportunities for personal success  Plan your career based on your strengths  Improve personal leadership

18 © PDP Institute Co. Ltd. & PDP Inc.18 Personal Strengths The next exercise will help you learn  your own personal strengths  the strengths of others To gain the full benefit, please treat this as a serious exercise

19 © PDP Institute Co. Ltd. & PDP Inc.19 Exercise: Time 6 Minutes  In your groups….  Have a careful look at the 5 different animal groups and their behaviors  Discuss and determine which animals represent the following famous persons  Guess your own behavior styles and animal  Select a spokesperson to report for your group

20 © PDP Institute Co. Ltd. & PDP Inc.20 Tigers Authoritative Forceful leader Decisive Grabs the lead Needs large reward Goal oriented Bottom line results Peacocks Sympathetic Good communicator Persuasive Good mixer Optimist Good motivator Enthusiastic Koalas Peace Loving Patient Cautious Cooperative Perseveres Relaxed Seeks harmony Owls Accurate and precise Observes all rules and regulations Detailed Perfection Conservative Careful Systems oriented Chameleons Very adaptable Good coordinator Very good team Lubricator Very flexible Good negotiator Good diplomat Strong survivor

21 © PDP Institute Co. Ltd. & PDP Inc.21 List of Famous Persons

22 © PDP Institute Co. Ltd. & PDP Inc.22 Reports back  Time does not allow every group to report  We will ask two or three groups to report their conclusions  The purpose of the exercise is not to see which group had the most correct

23 © PDP Institute Co. Ltd. & PDP Inc.23 Individual Feedback: What Animal Represents You?  Each person has stickers representing these five animals.  You are to go around the room and put the animal sticker on the page you think represents the behavior of every other person in the room. Start with your own group.  If you do not know the person at all, do not put a sticker on that person’s page.

24 © PDP Institute Co. Ltd. & PDP Inc.24 Summary Experience over many years and countless exercises have shown  that less than 30% of the assessments by participants of famous people’s behavior styles are correct  that less than 20% of participants correctly guess their own characters Conclusion: We do not know our own strengths nor those of others

25 © PDP Institute Co. Ltd. & PDP Inc.25 What are your strengths?  Has everyone received his/her individual datasheets?  To ensure that you understand them, I will very briefly explain the key technical points  They are easy to understand  Please form 5 groups according to your animal group (Tigers, Peacocks, Koalas, Owls and Chameleons)

26 © PDP Institute Co. Ltd. & PDP Inc.26 Human behavior There are 3 identified types (styles) of behavior 1. Natural behavior, i.e. how we would behave if there were no outside influences ; 2. Conforming behavior, i.e how we think we need to behave or are adapting to what is required of us; and 3. How we appear (come across) to others.

27 © PDP Institute Co. Ltd. & PDP Inc.27 PDP identifies ….. the 3 behavior styles (types) as 1. Basic/Natural Self : (How we really are) 2. Priority Self: (How we react or adapt to outside pressures and demands, i.e. conform); and 3. Predictor/Outward self : (How we appear or come across to others)

28 © PDP Institute Co. Ltd. & PDP Inc.28 Behavior Styles …. Are determined by 4 Behavior Traits Dominance : Control/Drive Trait 2. Extroversion : Social/Relational Trait 3. Pace/Patience : Rate of Motion/Adaptable Trait 4. Conformity/Structure : Systems Oriented/ Quality Assurance Trait

29 © PDP Institute Co. Ltd. & PDP Inc.29 Norm line traits There is a 5th, i.e. Norm Line traits (All four traits are within 1 / 2 (half) inch of the PDP norm line) We call these “The Chameleon Traits”

30 © PDP Institute Co. Ltd. & PDP Inc.30 PDP’s 3 Pictures Show a person’s 3 behavior styles 1.Basic Natural self 2.Priority (Adapting or conforming); and 3.Predictor/Outward self

31 © PDP Institute Co. Ltd. & PDP Inc.31 # 1. Basic Natural Self # 2. Priority Self # 3. Predictor/ Outward Self

32 © PDP Institute Co. Ltd. & PDP Inc.32 # 1. Basic Natural Self # 2. Priority Self # 3. Predictor/ Outward Self We will first look at your Basic Natural Self It is your most natural and effective behavior style

33 © PDP Institute Co. Ltd. & PDP Inc.33 The four behavior traits #TraitAbbreviationLetter 1DominanceDomD 2ExtroversionExtE 3Pace/PatiencePacP 4ConformityConC

34 © PDP Institute Co. Ltd. & PDP Inc.34 Trait Intensity Chart  Is a visual presentation of your trait profile and the intensity of each trait  50% of your behavior is determined by the highest trait; and  At least 20% is determined by the lowest trait(s)

35 © PDP Institute Co. Ltd. & PDP Inc.35

36 © PDP Institute Co. Ltd. & PDP Inc.36 The Main Trait groups Tiger High Dominance Peacock High Extroversion Koala High Pace/patience Owl High Conformity Chameleon All traits are within one half ( 1 / 2 ) inch of the midline

37 © PDP Institute Co. Ltd. & PDP Inc.37 Dominance (D) The “Control” trait  This is the “ Control ” or “ Drive ” trait  High Dominant people Act on their environment  They tend to be control oriented through things.  Also called ’Tigers’

38 © PDP Institute Co. Ltd. & PDP Inc.38 High D (Dominance)  Forceful leaders  Hard Drivers  To the point  Powerful Communicators  Troubleshooters  Big-Picture oriented  Risk Takers  Take Charge attitude

39 © PDP Institute Co. Ltd. & PDP Inc.39 Who are Tigers? Please stand

40 © PDP Institute Co. Ltd. & PDP Inc.40 Extroversion (E) The “People” trait  This is the “ Social” or “Relational” trait  It refers to People relations and fluency of communication  They also act on their environment, but  they are control oriented through people.  Also called “ Peacocks”

41 © PDP Institute Co. Ltd. & PDP Inc.41 They are  Effective Communicators  Persuasive  Motivating  Optimistic  Good coordinators  Friendly  Enthusiastic  Good mixers High E (Extroversion)

42 © PDP Institute Co. Ltd. & PDP Inc.42 Who are Peacocks? Please stand

43 © PDP Institute Co. Ltd. & PDP Inc.43 Pace/Patience (P) The rate of motion trait This is the “ Rate of motion ” or “ Adaptable ” trait  They are influenced by their environment; and  Are cautiously paced.  Also called “Koalas”

44 © PDP Institute Co. Ltd. & PDP Inc.44  Patient  Cautiously paced  Persistent  Cooperative  Stable  Harmonious  Relaxed  Warm High P The ‘Patience’ trait

45 © PDP Institute Co. Ltd. & PDP Inc.45 Who are Koala’s? Please stand

46 © PDP Institute Co. Ltd. & PDP Inc.46 Conformity (C) The “Systems” trait  This is called the “Systems Oriented/ Quality Assurance” trait  They are influenced by their environment; and  Are Rule book oriented  Also called “ Owls”

47 © PDP Institute Co. Ltd. & PDP Inc.47  Systems Oriented  Accurate and precise  Careful  Detailed  Perfectionists  Dependable  Observing  Traditional High C (Conformity)

48 © PDP Institute Co. Ltd. & PDP Inc.48 Who are Owls? Please stand

49 © PDP Institute Co. Ltd. & PDP Inc.49 Normliners Also called “Chameleons” Spread less than 1 inch All traits are within half inch of norm line (½ sigma)

50 © PDP Institute Co. Ltd. & PDP Inc.50 Normliners (Chameleons)  Most adaptable and flexible  Comfortable wearing different hats  Can easily switch between Dominant traits  Can present a confusing picture.

51 © PDP Institute Co. Ltd. & PDP Inc.51 Who are Chameleons? Please stand

52 © PDP Institute Co. Ltd. & PDP Inc. Who is The Tiger (+D) ? The Peacock (+E) ? The Koala (+P) ? The Owl (+C) ?

53 © PDP Institute Co. Ltd. & PDP Inc.53 Work and Energy styles ♦ These styles determine how we approach our goals and daily tasks. ♦ There are three energy/work styles  T = Thrust : Powerful, like a locomotive  A = Allegiance : Supportive to the system  S = Stenacity : Steadfast and tenacious ♦ The spread between the highest and the lowest determines whether a person is task or goal oriented

54 © PDP Institute Co. Ltd. & PDP Inc.54 Different Work styles WhenStrengths “T” is highest and more than 1 inch above “A” Frontier or pioneer work “T”, “A” and “S” are all within 1 inch. General Management “A” is highest and more than 1 inch above “T” Internal management “S” is highestStrategy, planning

55 © PDP Institute Co. Ltd. & PDP Inc.55 Different Work styles WhenStrengths “T” is highest and more than 1 inch above “A” Frontier or pioneer work “T”, “A” and “S” are all within 1 inch. General Management “A” is highest and more than 1 inch above “T” Internal management “S” is highestStrategy, planning

56 © PDP Institute Co. Ltd. & PDP Inc.56 Work style # 1 When “T” is highest and more than 1 inch above “A” Who has this work style? Please stand up and be recognized` Strengths Frontier or pioneer work

57 © PDP Institute Co. Ltd. & PDP Inc.57 Different Work styles WhenStrengths “T” is highest and more than 1 inch above “A” Frontier or pioneer work “T”, “A” and “S” are all within 1 inch. General Management “A” is highest and more than 1 inch above “T” Internal management “S” is highestStrategy, planning

58 © PDP Institute Co. Ltd. & PDP Inc.58 Work style # 2 When “T”, “A” and “S” are all within 1 inch. Who has this work style? Please stand up and be recognized Strengths General Management

59 © PDP Institute Co. Ltd. & PDP Inc.59 Different Work styles WhenStrengths “T” is highest and more than 1 inch above “A” Frontier or pioneer work “T”, “A” and “S” are all within 1 inch. General Management “A” is highest and more than 1 inch above “T” Internal management “S” is highestStrategy, planning

60 © PDP Institute Co. Ltd. & PDP Inc.60 Work style # 3 When “A” is highest and more than 1 inch above “T” Who has this work style? Please stand up and be recognized Strengths Internal management

61 © PDP Institute Co. Ltd. & PDP Inc.61 Different Work styles WhenStrengths “T” is highest and more than 1 inch above “A” Frontier or pioneer work “T”, “A” and “S” are all within 1 inch. General Management “A” is highest and more than 1 inch above “T” Internal management “S” is highestStrategy, planning

62 © PDP Institute Co. Ltd. & PDP Inc.62 Work style # 4 When “S” is highest Who has this work style? Please stand up Strengths Strategy, Planning

63 © PDP Institute Co. Ltd. & PDP Inc.63 Decision making (logic) styles We have 3 possible decision making styles, namely 1 Intuitive or Feeler : Usually makes decisions based on experience and available facts. 2 Balance: Based on a balance of intuition and additional facts. 3 Fact based. Usually needs additional facts to make a decision.

64 © PDP Institute Co. Ltd. & PDP Inc.64 Intuitive or Feeler (FEL) 1 Decision making style: Usually makes decisions based on experience, available facts and views of colleagues and team members. 2 Strength: Able to make quick decisions after interacting with team members Will the Feelers please stand up

65 © PDP Institute Co. Ltd. & PDP Inc.65 Balance style (BAL) 1 Decision making style: Decides based on a balance of intuition and additional facts. 2 Strength: More objective than a feeler; general management Will those with a balance style please stand up

66 © PDP Institute Co. Ltd. & PDP Inc.66 Fact style (FAC) 1 Decision making style: Needs a lot of facts before comfortable in making a decision 2 Strength: Very carefully considered decisions; Research and/or Development Will those with a fact based style please stand up

67 © PDP Institute Co. Ltd. & PDP Inc.67 Energy (K) Kinetic Energy  One’s energy capacity, horsepower, fuel  One’s battery size and battery charge  How much sustenance there is to the active, lively, and dynamic aspects in a person

68 © PDP Institute Co. Ltd. & PDP Inc.68 Natural Energy (K) levels  The level of natural energy is an important factor and needs to be effectively used  Any level above 1 inch is “OK”  If low, person needs to focus on priorities to conserve it  If very high, person also needs to focus on his priorities

69 © PDP Institute Co. Ltd. & PDP Inc.69 Energy (K) Energy Zones 7= Ultra Force 6= High Achiever 5= Achiever 4= Highly Productive 3= Effectiveness 2= Motive Evaluation 1= Critically Directed

70 © PDP Institute Co. Ltd. & PDP Inc.70 Energy (K) level Example _____________________ Energy level (K) = 5 inches Achiever Zone

71 © PDP Institute Co. Ltd. & PDP Inc.71 Leadership Styles Tiger (+D) Authoritative, decisive, take charge Peacock (+E) Persuasive, team builder Koala (+P) Caretaker, persistent Owl (+C) Procedural, traditional, demands accuracy Chameleon Flexible, depending on circumstances

72 © PDP Institute Co. Ltd. & PDP Inc.72 Leadership Styles Tiger (+D) Authoritative, decisive, take charge Peacock (+E) Persuasive, team builder Koala (+P) Caretaker, persistent Owl (+C) Procedural, traditional, demands accuracy Chameleon Flexible, depending on circumstances

73 © PDP Institute Co. Ltd. & PDP Inc.73 Leadership Styles Tiger (+D) Authoritative, decisive, take charge Peacock (+E) Persuasive, team builder Koala (+P) Caretaker, persistent Owl (+C) Procedural, traditional, demands accuracy Chameleon Flexible, depending on circumstances

74 © PDP Institute Co. Ltd. & PDP Inc.74 Leadership Styles Tiger (+D) Authoritative, decisive, take charge Peacock (+E) Persuasive, team builder Koala (+P) Caretaker, persistent Owl (+C) Procedural, traditional, demands accuracy Chameleon Flexible, depending on circumstances

75 © PDP Institute Co. Ltd. & PDP Inc.75 Leadership Styles Tiger (+D) Authoritative, decisive, take charge Peacock (+E) Persuasive, team builder Koala (+P) Caretaker, persistent Owl (+C) Procedural, traditional, demands accuracy Chameleon Flexible, depending on circumstances

76 © PDP Institute Co. Ltd. & PDP Inc.76 Leadership Styles Tiger (+D) Authoritative, decisive, take charge Peacock (+E) Persuasive, team builder Koala (+P) Caretaker, persistent Owl (+C) Procedural, traditional, demands accuracy Chameleon Flexible, depending on circumstances

77 © PDP Institute Co. Ltd. & PDP Inc.77 Keys to your success 1 You must know your own strengths and how to use them 2 You must know the strengths of your team members, and how to use them 3 You must know how to use the strengths of your team members to cover your own weak areas 4 You must know how and when to play different roles (situation leadership)

78 © PDP Institute Co. Ltd. & PDP Inc.78 Closing comments  This was only an introduction  We have only covered the basics  PDP is a system with many more features  Available time did not allow us to cover all the other tools and uses

79 © PDP Institute Co. Ltd. & PDP Inc.79 Quick Review There are three behavior styles, namely 1. Basic Natural self: how you really are 2. Priority self: how you are adjusting to outside pressures or situations 3. Predictor/Outward Self : How others see you

80 © PDP Institute Co. Ltd. & PDP Inc.80 # 1. Basic Natural Self # 2. Priority Self # 3. Predictor/ Outward Self

81 © PDP Institute Co. Ltd. & PDP Inc.81 # 1. Basic Natural Self # 2. Priority Self # 3. Predictor/ Outward Self Priority Self How you are adjusting to outside pressures Useful for Counseling new employees Counseling prospective promotees Analyzing causes of excessive stress

82 © PDP Institute Co. Ltd. & PDP Inc.82 # 1. Basic Natural Self # 2. Priority Self # 3. Predictor/ Outward Self Predictor or Outward Self Shows how others tend to see you Determines how they will interact with you if they do not know your Basic Natural Self styles

83 © PDP Institute Co. Ltd. & PDP Inc.83 2 Important findings 1. A survey by the USHRA revealed that the main reasons for firing people is because of behavior or attitude problems, not because they cannot do their jobs 2. An international survey by Gallup revealed that the main reason why good workers resign is because of their managers.

84 © PDP Institute Co. Ltd. & PDP Inc.84 Solution to problem # 1  Determine the human behavior qualities required for key positions  Compile a Job model based on these  Compare and rank applicants against this behavior model  Appoint the most suitable applicant

85 © PDP Institute Co. Ltd. & PDP Inc.85 Example: Applicant Matching Applicant Job Model

86 © PDP Institute Co. Ltd. & PDP Inc.86 Solution to problem # 2 PDP’s StratMap was developed to overcome this problem and to assist managers to focus on developing their key team members as individuals. Whether or not you use PDP, remember, good managers see individuals as individuals

87 © PDP Institute Co. Ltd. & PDP Inc.87 Career Planning  Your behavior styles can have a marked effect on your career choice and success  The analysis sheets handed to you set out the most suitable types of careers for each trait group.

88 Feedback, Evaluation and Final Assignment

89 © PDP Institute Co. Ltd. & PDP Inc.89 Small Group Feedback  Meet in your group and talk about the stickers you received.  Is this what you expected? Why or why not?  How can you use this strength to help the team?  How can you be sure not to overdo the strength?

90 © PDP Institute Co. Ltd. & PDP Inc.90 Final Assignment  You are to write a 3-4 page double spaced 1 inch margins paper with a cover page that has your name and student ID number on it  Subject: Managerial decision making  Due: to be announced  Please drop a hardcopy (no ed copy) to Ms. Cubie Lau’s office (she will put a box outside her office at Room 2332).

91 Content of the Assignment  Find a team or individual currently (or recently) making a decision (preferably a business decision)  Write about this decision and the process – a real decision  Analyze the process  Type of team  Type of decision  Process, structure, timing, stakes  Outcomes: Did process work well? Results ok?  Tell the story briefly -- like you are writing a case  Grading: Pass/Fail

92 團隊建設 - 雁的啟示 Team Building - Lessons from Geese

93 雁的啟示 - Lessons from Geese  當每隻雁展翅高飛, 也為後邊的隊友提供了 “ 向上之風 ”,“V” 字隊形, 為雁群增加了 71% 的飛行范圍 :  As each goose flaps its wings, it creates an uplift for the birds that follow. By flying in a V formation, the whole flock adds 71% extra flying range 啟示 - Lesson:  分享團隊默契, 能互相幫助, 更輕鬆地到達目的地.. 因為他們的旅 程建立在相互信任的基礎上.  People who share a sense of community can help each other get where they are going more easily, because they are traveling on the trust of one another

94 雁的啟示 - Lessons from Geese  當某隻雁偏離隊伍時, 它會立即發現單獨飛行的辛勞和阻力. 它會 立即飛回隊伍, 善用同伴的 “ 向上之風 ”  When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back to take advantage of the lifting power of the birds in front 啟示 - Lesson :  若我們與雁一般, 我們就會緊跟大隊伍, 樂於接受他人的協助, 并 幫助別人.  If we have as much sense as geese, we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others.

95 雁的啟示 - Lessons from Geese  飛在隧伍的雁會發出 “ 呱呱 ” 叫聲, 鼓勵前導的雁保持速度 :  The geese flying in formation honk to encourage those up front to keep with their speed. 啟示 - Lesson :  我們必須確定發出的聲音是鼓勵. 在團隊中, 有鼓勵表現就會更好. 最完美的自我表現, 通常來自正面的鼓勵.  We need to make sure our honking is encouraging. In groups where there is encouragement, production is much greater. Individual empowerment results from high quality honking.

96 雁的啟示 - Lessons from Geese  當前導的大雁疲倦時, 它會退到隊伍的後方, 而另一隻雁則會飛到 前導位置彌補 :  When the lead goose tires, it drops back into formation and another goose flies to the point position 啟示 - Lesson :  艱巨的任務需要輪流付出. 我們要尊重、保護每個人獨特的技術、 才能、天分資源.  It pays to take turns doing the hard tasks. We should respect and protect each other s unique arrangement of skills, capabilities, talents, and resources

97 雁的啟示 - Lessons from Geese  當某隻雁生病時, 會有兩隻雁飛出隊伍, 跟在後邊, 幫助并保 護它 :  When a goose gets sick, two geese drop out of formation to follow it down to help and protect it. 啟示 - Lesson :  如果我們如雁一般, 就會在困境中彼此支持, 一如我們在順 境中茁壯.  If we have as much sense as geese, we will stand by each other in difficult times as well as when we are strong.

98 Summary -- What Have We Learned?  Basic concepts about organizations  Decision making by yourself as well as in teams  Nature of high performing teams  The what, why, and how of cases  Understand ourselves: PDP

99 Thank you!


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