Theory of vitality 2 MbC Introduction carrot.jpeg MbC is designed to help companies (institutions, teams, families) to achieve vitality MbC is suitable for working with high added value – IT companies Vital company is a company which is sustainably successful Successful company is a company which achieve its business goals Sustainably successful, i.e. vital company is a company where attaining of contemporary goals does not diminish the chance to achieve its goals in the future. 3 MbC Introduction INTRO: What has all companies in common? (People). You can use MbC also in your departement – no mather if whole company uses MbC or not. 4 MbC Introduction yy.png Synergistic effect r[e ]– result of effort, p[i] – person i r[e](p[1]+...+p[n]) > r[e](p[1])+ ... +r[e](p[n]) 5 req_pos_yy.png vitality = possibilities + requirements (C) J. Plamínek Vitality and Competence }Competence of a person is sum of ◦job performance, i.e. human labor, and ◦potential, i.e. human resources }Competence ought to be always contemplated in the context of certain task to be performed 6 Vitality and Competence Competencies has to be always necessary to accomplish certain task performed within company to achieve though partially at least one objective. If they are not, they are irrelevant and has to be out of scope. 7 lab_res_yy.png competence= resources + labor (C) J. Plamínek Vitality and Competence Labor – what he/she really does Resource – what he/she can do. 8 req_pos_yy.png lab_res_yy.png level of vitality ~ set of competencies Vitality and Competence vitality and competence is analogy differences: * in scale: vitality concerns whole company whereas competence deals with single person * in use: vitality is about harmony of what company wants and can, whereas competence is about harmony of what one is able to do and what one really does however, the consequences are the same for the both. company which does not develop its possibilities cannot be sustainably successful and the same holds for single person. 9 Company culture telefonista_black.png 10 cre( ) sportsman.png + =E cre > 0 ... relationship efficiency coefficient E ... resulting effect Company culture 11 Company culture cre( ) + =E skull-crossbones.png Green-Dollar-icon.png TODO rozvinout 12 Company culture cre( f1+f2 )=E •interpersonal relationships •work environment •vision clarity •leader authority •organizational structure •level of formality •Benefits •work/life balance 13 Company culture 14 Company culture 15 Company culture 16 Company culture crisis equilibrium stability vitality yy.png TODO: by people to achieve equi, then by thoughts and how to do that is the subject of few forthcoming lectures 17 Theory of Vitality The existence of organism has to be gradually (inspired by ecosystems observations) steamgiant.png 18 Theory of Vitality when the usefulness and effectivity is built, the balanced state is reached the ability to reached new equilibrium can be called stability dynamics is about innovation, finding new procedures, new markets 19 (C) J. Plamínek Theory of Vitality Theory of Vitality describes a strategy of building a vital company! }The order of the pyramid is ◦Logical ◦Not possible to accomplish to 100% }None of the vital signs can be developed to 100% }We improve it until it has any limitations }That leads to sequence of “curative” interventions Usefulness? Usefulness! yes no Effectivity? Effectivity! Stability? Dynamics? Stability! Dynamics! no no yes yes yes no consultation 22 Company culture }It is necessary to “decompose” the ideas }Motivation is the basement for listening ideas }Different people are willing to wait different time }Motivation must be designed for concrete position Strategy Long term goals Middle term goals Short term goals Actual tasks The company departements groups employees }Fight for the ◦Power ◦Influence ◦Money }Support of the high management is the key to vitality }All processes must be done for OUTPUT }Output is giving the money and profit }Limit the power of OPE and Controlling ◦Administration ◦Forms filling ◦Other non productive tasks }But it is need to have feed back!!! }Needs to be separated from the sources }Only one owner of the problem (project manager) }At last one more level of the sub-process ◦More levels adds more problems ◦More levels needs more owners ◦The space for non-profit tasks ◦ }As many levels as necessary }Each manager should have at last 5 subordinates }Manager is the keeper of the human resources ◦Coach ◦Trainer ◦Consultant ◦ }Three types of HR ◦Quality –What we are –Can not be changed, only accepted ◦Attitude –What we believe in and what we want ◦Abilities –What we know and what we have learned } shared Differ. Attitudes Favorable Unfavorable This is the most dangerous }The target is not to exhaust the sources }The management of HR must be ◦Efficient ◦Effective }The potential and the performance need to be in a harmony }The goose can produce the golden eggs till it lives Loyalty to company’s ideas Harmony between requested and real abilities of the people Integration under company’s ideas We need to apply the theory of limitations