Assentire Practice Model 2014

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