Organisational Development Why, Where and How we Work
Assentire Ltd Assentire.net
Why Assentire Ltd was formed 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. Assentire Ltd Š
A time to explore with our clients
Assentire Ltd Š
A place to explore with our clients
Assentire Ltd Š
Managers and Leaders – Horizontal Skills Contributor and Achiever
Individual Personality (NEO PI-R) and 360 based Profiles for Individual Leader and Team
Managers and Leaders – Vertical Perceptions Achiever and Collaborator
360 based Profile for Individual Leader and Leadership Team Culture
The Organisation as a Whole
Innovation Audit: Team-Workgroup (Culture & Motivation) and Organisational wide editions
Management Team Roles Indicator
The MTR-i™ is part of an integrated approach to improving team performance that links personality, behaviour and performance challenge.
Our Practice is informed by Henley Business School Research Project (MBA 2009)
User Behaviour influencing Information System Success
Occupational Psychology Psychometrics Practitioner Research Project
(MSc Coaching and Behavioural Change 2012)
Resistance to Change from a Leaders’ Perspective
(2010 onwards)
Profiling for Success Suite Five Factor Model (NEO) Hogan Development Survey (HDS) Primary Colours of Leadership® The Leadership Circle® And many more…
Assentire’s Multidisciplinary Practice Assentire Practice Model Sept 2014
Assentire’s Multidisciplinary Practice • 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
• 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
Deming’s SoPK
• 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
Assentire Practice Model Sept 2014
Knowledge of Variation
Human Psychology
• Motivation • Personality Traits • Interpersonal Skills • Emotional Intelligence • Derailing Behaviours • Primary Colours of Leadership • Transformational Leadership
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.
The Human Factors Personal and Group Dynamics
Pulse-Behaviour APP A Behavioural View The Organisation Other Groups Own Group Own Behaviours
http://pulse-behaviour.co.uk/
Thank you for your time
Deep dive selection
Mode of Management Preference
From this
All are needed and there is a tension between them
To this
Constraint
Stretch
Compliant
Self-discipline
Control
Support
Contract
Trust Assentire Ltd Š
Psychometrics
Enabling Technology, Process and People Electronics Manufacturing and Test M&A Integration (Europe & Asia)
Service
European P&L
European Mgt
Test
Test & Measurement TQM/Deming Learning Organisation
UK Mgt
Design
Account Mgt
Assentire Practice Model Sept 2014
Operations
Sales