Management Resources Guide

GLOBAL LEARNING FOR A GLOBAL AUDIENCE
Topic Menu includes but is not limited to:
Why is transformation so important? What’s the ROI?
HR implementing the latest fad does not guarantee improved organisational performance.
What’s your objective? How will your organisation benefit? Will this be the most efficacious
process to achieve your desired results?
Assessing the necessity for change and transformation.
Forced change by: competitors, consumers, government, economic climate, technology, etc.
Escaping the doldrums.
Deliberate change to raise the bar.
A focus on the future: Clarifying future direction and organisational strategy.
How to optimise enterprise resources, minimise fragmentation and resource dilution.
Create an environment for successful change initiatives.
Identify barriers and solutions to eliminate or minimise the negatives of change initiatives.
Transformation is an organic process, not a single event.
Problem solving or innovation creation?
Why Executive Sponsorship is a Critical Success Factor.
Who are the key people within your organisation you must get on board?
Resistor, neutral, supporter — what they do and how you should respond.
Developing an exemplar culture.
Assessing the psychological environment for change & transformation.
Checklist for Resistance to Change.
Strategies to overcome the reasons for people resisting change.
Overcoming the popular mistakes and causes of failure.
Differentiating between myth and reality.
The antibiotic is fine, it’s the diagnosis that was wrong.
Five behavioural factors to influence and manage stakeholders.
The psychology of powerful performance in people.
Understanding the Change Models.
Just because one model worked for them doesn’t mean it will work for you.
You have to know your objective before you can choose your change model.
Force Field Analysis Extended — Working with your employees to make them more
effective.
The Life Cycle Questionnaire — An indicator of organisational effectiveness.
Improving your success by eliminating execution failures.
Minimise the negative impact of blocked communication channels and information
distortion.
Organisational and stakeholder empowerment.
Build an organisation that creates value for its stakeholders – investors, customers,
suppliers and employees.
Utilise the inter-related roles of board directors, executive management, and HR
department.
Anchoring new approaches in culture.
The new way has to be programmed as the default position.
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