Organisational Development

Why, Where and How we Work

Assentire Ltd

Assentire.net

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.

A time to explore with our clients

Assentire Ltd ©

A place to explore with our clients

Assentire Ltd ©

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

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

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  

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 To this

Constraint Stretch

Compliant Self-discipline

Control Support

Contract Trust Assentire Ltd ©

All are needed and there is a tension between them

Psychometrics

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