Ms. Bova is a Certified Learning Provider (CLP) at Appleton Greene having extensive direct experience in general management. She achieved a Master of Science in Social Work from Columbia University and a Bachelor’ Degree in Labor Economics and Political Science from Brooklyn College of the University of the City of NY. She has a certificate in Neurolinguistic Programming and completed The Gestalt Institute of Cleveland’s Organization and Systems Theory Program. She has industry experience within the following sectors: Healthcare, Finance, Consumer Products, Insurance, Education, and Research and Engineering. Although based in the US she has had commercial experience within the following countries: Canada; Belgium, Spain, Germany, Italy, Puerto Rico, and Mexico. Her personal achievements include 25+ years working in and with senior management, extensive experience on the human side of enterprise, Requisite Organization studies with Dr. Elliott Jaques, and expertise in strategic planning and organization design. Her skills incorporate: strategy and direction setting, organization infrastructure analysis, continuous improvement, organizational leadership and change management. Ms. Bova prides herself on being a generalist looking at the whole organization and the interdependencies of various component parts. A weaver, she is comfortable working with multiple levels of system simultaneously.
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Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
What if your company or business unit was zipping along in a flow state never before experienced? What if your employees were totally engaged? Improvements in engagement of 50% or more. What if both internal and external customers were commenting on how effectively your organization responds to their needs and requests? What if you had a mindset shift enabling you to see new opportunities? What if your self-confidence, managerial skill and experience at work was transformed spilling over to improved health and connectivity with others both inside the company and in your life in general? What if positivity became your modus-operandi?
Perhaps this sounds like pie in the sky. But it is not. Would you be willing to participate in a 12-month transformational experience guarantying significant sustainable growth for not only your company but you and your team members?
Management Paradigm, one of Appleton Greene’s newest program offerings, does just that. In Management Paradigm a multi-year program you will be introduced to managerial processes, self-management processes, scientific principles, increased EQ and selfcare skills and tools that support total transformation.
Management Paradigm will provide you with a new framework from which to view organization effectiveness and identify the supportive processes you can institute which provide insight into how work gets done. Introducing management processes which enable greater facilitation of work getting done and manage employees with deep connectivity, while valuing their efforts. Management Paradigm is a two-pronged system introducing managerial processes the company can embrace while at the same time providing opportunities for individual participants to learn and grow. The knowledge in Management Paradigm is sustainable as well as transportable. In the end, everyone is a winner. The company realizing increased employee engagement, and release of creativity and innovation among its workforce. Connected, respected and engaged workers transform a company. Concurrently, participants will be demonstrating new managerial processes and skills enabling them to experience greater satisfaction at work. A stronger sense of self. When your human capital is fully engaged success is close at hand.
The devaluation of effective accountable managerial leadership has not happened overnight. Out of academia during the 1980’s we witnessed a plethora of books touting leadership emerging. For those who were yet to be born, this was the time when the Viet Nam War was coming to an end. Many Americans were angry at what had transpired. Soldiers returning home were vilified and emphasis was on the military industrial complex’s failures. It’s command and control management (aka ways of getting work accomplished) was devalued. At the same time a shift took place in corporate America emphasizing the importance of shareholder value. Corporations’ purpose was to provide profits for their shareholders. This led to the requirement of quarterly earnings reports. Fear of stock price declines resulted in an emphasis on meeting short term market analyst analysis. This confluence of sociological phenomena took root and like a tree takes years to grow into fullness the damage to the business community has taken years to flourish. Leadership was in, and management out. Shareholder value took top priority. Companies were required to report earnings quarterly, CEO salaries grew exponentially, and long-range planning fell by the wayside. Management training programs were abolished. Employees were suddenly informed they had to be leaders.
Corporations’ value is not only for shareholders. It is how we provide for our citizenry to create security for their families. Corporations are anchors for communities. We are forty years into the decline, and we are now seeing and experiencing levels of worker disengagement never seen before. The middle class is rapidly disappearing before our eyes, poverty and homelessness is on the rise. Work has seen dramatic changes over the last three to four decades. Emphasis shifted from developing and engaging the workforce to profitability and shareholder returns. Salaries of CEOs, Presidents and other key executives skyrocketed. In some cases, 300+% that of the average workers. Salary incentivization has also grown for the mid and top tier of the employment ranks. While average wage-earners salaries remained stagnant. Although the workforce is likely now to be 51% female women still earn significantly less per dollar than men do.
Many in managerial leadership roles believe the only way to get people to work harder, aka really do their jobs, is to incentivize them. It’s the old carrot and the stick philosophy. What no one actually discusses is what beliefs and values lie beneath these decisions. What is the non-expressed value underlying these decisions? What message are incentives sending to workers? “I/we can’t trust you to give your full attention to the tasks assigned to you”. Another way of putting this is “I can’t trust you to apply your full effectiveness to the tasks assigned to you in the role you are in.” The pandemic has demonstrated that the belief people really don’t want to work, and the demonization of workers as being out only for themselves doesn’t hold up. First responders, front line and essential workers have continued to go to work providing necessary medical care, safety and stocking grocery shelves regardless of the potential of catching the virus themselves and impact on their own families.
Additionally, a number of factors have come into play recently, affecting the worldwide corporate landscape. Industry disruptions, economic uncertainty, and an attempt to satisfy stockholders’ thirst for profitability, particularly in the US, many companies are scrambling to stay afloat. Many have lost sight of the importance of accountable management. In recent decades quarterly earnings have taken priority, sometimes by whatever means possible, while workforce issues took a back seat. Many people have lost their jobs. Some of those have started their dream business. Others however have focused on get rich quick schemes, which more often than not have failed. Still others have been enticed by scams and get rich quick schemes which have developed into them preying on others for their own financial benefit. The number of scams in the US has been on a steady increase. Not everyone can be a business owner or independent contractor. Most of the world’s population just wants to be told what to do at work, do it effectively and go home and enjoy family and or hobbies.
Concurrent with an emphasis on shareholder earnings, is the focus on leadership attributes. Books by academics have flooded the marketplace each with their own “unique” take on leadership, inadvertently, devaluing good management in some cases. Companies’ strive for success whether measured by profitability, employee engagement or both. Despite dramatic increases in technological innovation and industry disruptions the human factor is still the key differentiator to sustained organization effectiveness. Foundational underpinnings form the bedrock of both corporate and personal success. For work to get done effectively and efficiently in organizations, accountable managerial leadership is necessary. Unfortunately, the world has shifted to appreciate more superficial knowing. Management Paradigm provides a process by which the organization entity and its employees will learn, advise and teach key organization players a process which emphasizes the necessity of excellence in both organization and self- management.
The recent global pandemic has taken its toll on companies throughout the world. It has uncovered bloat in organization hierarchies, while demonstrating people can work effectively remotely. Human beings are social animals. We thrive on relationships, are goal directed and desire to be recognized, appreciated and respected. Most want to do a good job and experience a sense of accomplishment at work. When people’s efforts are acknowledged, and their contribution validated engagement occurs. We don’t know how working from home, often isolated from actual in person connections, will affect worker mental health and overall effectiveness on the job. Time will tell. Management Paradigm actually provides a process by which workers can not only be accountable for their effectiveness in their role but also empowers them to be proactive about their work, the impact their self-awareness can have on their work experience and how to care for themselves in stressful environments.
Without worker engagement companies are unable to realize true success. Management Paradigm is infused with a passion and appreciation for the experience of employees at work. Yet we must compare this with global trends like aging populations throughout most of the world. Foreign Affairs Magazine Nov/Dec 2020 edition has an interesting article by Michael Beckley in which he highlighted a few significant trends. In 2018 there were more people over 64 than under 6 years of age. That being said, the US, Australia and Canada will have growing populations of adults 20-49 until 2070. How might this phenomenon play out in these countries. Will there be enough jobs for people in these countries? Or will it encourage workers from these countries to travel abroad where their skills and expertise are needed? The rise of machine learning is another trend. These new machines combine the number crunching of computers with the brute strength of industrial machinery fortifying AI and human dexterity. The result: 50% of t