Download - Assentire Practice Model 2014
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Organisational Development
Why, Where and How we Work
Assentire Ltd
Assentire.net
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Why Assentire Ltd was formed
Assentire Ltd ©
Most managers and business professionals are products of a mind-set that emphasises financial and structural aspects of organisations over
the Human Element
This means many are ill-equipped to deal with human factors over time
This view is supported by a number of reports issued in 2014 by the CIPD, Deloitte and Management 2020
(CMI and All-Party Parliamentary Commission)
Assentire works with organisations that want to Bridge The Gap For Higher Performance.
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A time to explore with our clients
Assentire Ltd ©
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A place to explore with our clients
Assentire Ltd ©
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Managers and Leaders – Horizontal Skills Contributor and Achiever
Individual Personality (NEO PI-R) and 360 based Profiles for Individual Leader and Team
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Managers and Leaders – Vertical Perceptions Achiever and Collaborator
360 based Profile for Individual Leader and Leadership Team Culture
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The Organisation as a Whole
Innovation Audit: Team-Workgroup (Culture & Motivation) and Organisational wide editions
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Management Team Roles Indicator
The MTR-i™ is part of an integrated approach to improving team performance that links personality, behaviour and performance challenge.
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Our Practice is informed by
Research Project (MBA 2009)
User Behaviour influencing Information System Success
Research Project (MSc Coaching and Behavioural Change 2012)
Resistance to Change from a Leaders’ Perspective
Assentire’s Multidisciplinary Practice
Assentire Practice Model Sept 2014
Henley Business School
Psychometrics Practitioner (2010 onwards)
Profiling for Success Suite Five Factor Model (NEO)
Hogan Development Survey (HDS) Primary Colours of Leadership®
The Leadership Circle® And many more…
Occupational Psychology
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Assentire’s Multidisciplinary Practice
• Motivation • Personality Traits • Interpersonal Skills • Emotional Intelligence • Derailing Behaviours • Primary Colours of Leadership • Transformational Leadership
• Common-Cause Variation • from the nature of the system • totally random, can’t be explained
by a specific cause
• Special-Cause Variation • from a special cause, not random • deviates from norm distribution
• The organisation as a network of interdependent components that work together to try to accomplish the aim of the ‘system’
• Thinking in terms of a system is critically important for discovering, analysing and solving a wide range of problems
• An orchestra is judged by its listeners, by the way individuals work together
• Develop Awareness • Develop Management Skills • Develop the Ability to Motivate • Plan-Do-Study-Act • Develop an understanding of the
Silos of Knowledge and the implications of this
Theory of Knowledge
System Appreciation
Human Psychology
Knowledge of Variation
Assentire Practice Model Sept 2014
Deming’s SoPK
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A common issue we all face
This view is supported by recent reports issued by the CIPD, Deloitte and Management 2020 (CMI and All-Party Parliamentary Commission – 2014)
JONES, D. J. & RECARDO, R. J. 2013. Leading and Implementing Business Change Management: Making Change Stick in the Contemporary Organization: Taylor & Francis.
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The Human Factors Personal and Group Dynamics
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Pulse-Behaviour APP
A Behavioural View The Organisation
Other Groups Own Group
Own Behaviours
http://pulse-behaviour.co.uk/
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Thank you for your time
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Deep dive selection
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Mode of Management Preference
From this To this
Constraint Stretch
Compliant Self-discipline
Control Support
Contract Trust Assentire Ltd ©
All are needed and there is a tension between them
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Psychometrics
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Enabling Technology, Process and People
Electronics Manufacturing
and Test
Service
Test
Operations
Design
Sales Account Mgt
UK Mgt
European Mgt
European P&L
M&A Integration (Europe & Asia)
Test & Measurement TQM/Deming
Learning Organisation
Assentire Practice Model Sept 2014