Soumettre la recherche
Mettre en ligne
Team Management - LEAD -> JLcong, AIESEC in Bangalore.
•
Télécharger en tant que PPTX, PDF
•
0 j'aime
•
2,197 vues
Soumil Kar
Suivre
Formation
Business
Technologie
Signaler
Partager
Signaler
Partager
1 sur 11
Télécharger maintenant
Recommandé
Agile Leadership is the ability of a leader to be able to lead well in a wide range of circumstances especially new, changing and ambiguous situations. In situational leadership theory, styles of leadership refer to behavior that a leader should engage within different situations.The presentation explain about the behaviors, leadership styles and actions of an Agile Leader in 21st century.
What Agile Leaders are great at?
What Agile Leaders are great at?
Niranjan Nerlige V, CSM,CSP,PMI-ACP,SPC
There is a fundamental bug in the leadership program running in most organizations today. How leaders are selected and the sedentary roles they play are mismatched with the speed and complexity of the market these organizations operate. The Scrum Alliance has been undergoing research in organizations in identifying the leadership mindset, behaviors and focus that drive the organizational agility and value delivery required to succeed in this marketplace. This talk shares the discoveries from that research and uncovers the learning objectives all leaders should seek to study and apply in their organizations.
Reprogramming Leadership for Agility
Reprogramming Leadership for Agility
Pete Behrens
New ways of doing and thinking evolves as the world changes. During the first half of the 19th century operational efficiency and productivity were the most important ingredients in manufacturing, that’s way Taylor’s Scientific Management was popular and was actually working. The fact was, the need for change was low. But after 80’s things have started to change faster than ever. Hence, the market became turbulent and responding to change has become a necessity for the enterprises. Taylor’s thinker and doer separation was no longer working as a result of need for thinking and acting fast. This fact brought us to ‘Agility'. Agility is about responding to change fast and efficiently. Enterprises need to learn the new way of managing and doing things without wasting time with bureaucracy, command-and-control and too much audit to gain Agility which requires a mindset shift in management at all level. Enterprises need to explore the value in flexible strategical management, self-organization, bottom-up intelligence and having highly motivated individuals. The point is: shift will happen. Where will you position your organization? On the Agile side or the old-school side.
Management in Agile by Ahmet Akdağ
Management in Agile by Ahmet Akdağ
Agile ME
This was the slide I prepared for my LCP interview back in 2012. Sharing with you my dear readers who may find it useful. Feel free to connect with me at maxermesilliam@gmail.com.
AIESEC_LCP Interview Slides
AIESEC_LCP Interview Slides
Max Lee
How to build LEAD specially for LCPs of Generation 2015
LEAD for Gen2015 LCPs
LEAD for Gen2015 LCPs
AIESEC
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
10 Secrets of Agile Transformation
10 Secrets of Agile Transformation
Michael Sahota
We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success. Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success. When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar. Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people. The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.
People over Process
People over Process
Michael Sahota
Ewa a driving eld
Ewa a driving eld
aiesechyderabad
Recommandé
Agile Leadership is the ability of a leader to be able to lead well in a wide range of circumstances especially new, changing and ambiguous situations. In situational leadership theory, styles of leadership refer to behavior that a leader should engage within different situations.The presentation explain about the behaviors, leadership styles and actions of an Agile Leader in 21st century.
What Agile Leaders are great at?
What Agile Leaders are great at?
Niranjan Nerlige V, CSM,CSP,PMI-ACP,SPC
There is a fundamental bug in the leadership program running in most organizations today. How leaders are selected and the sedentary roles they play are mismatched with the speed and complexity of the market these organizations operate. The Scrum Alliance has been undergoing research in organizations in identifying the leadership mindset, behaviors and focus that drive the organizational agility and value delivery required to succeed in this marketplace. This talk shares the discoveries from that research and uncovers the learning objectives all leaders should seek to study and apply in their organizations.
Reprogramming Leadership for Agility
Reprogramming Leadership for Agility
Pete Behrens
New ways of doing and thinking evolves as the world changes. During the first half of the 19th century operational efficiency and productivity were the most important ingredients in manufacturing, that’s way Taylor’s Scientific Management was popular and was actually working. The fact was, the need for change was low. But after 80’s things have started to change faster than ever. Hence, the market became turbulent and responding to change has become a necessity for the enterprises. Taylor’s thinker and doer separation was no longer working as a result of need for thinking and acting fast. This fact brought us to ‘Agility'. Agility is about responding to change fast and efficiently. Enterprises need to learn the new way of managing and doing things without wasting time with bureaucracy, command-and-control and too much audit to gain Agility which requires a mindset shift in management at all level. Enterprises need to explore the value in flexible strategical management, self-organization, bottom-up intelligence and having highly motivated individuals. The point is: shift will happen. Where will you position your organization? On the Agile side or the old-school side.
Management in Agile by Ahmet Akdağ
Management in Agile by Ahmet Akdağ
Agile ME
This was the slide I prepared for my LCP interview back in 2012. Sharing with you my dear readers who may find it useful. Feel free to connect with me at maxermesilliam@gmail.com.
AIESEC_LCP Interview Slides
AIESEC_LCP Interview Slides
Max Lee
How to build LEAD specially for LCPs of Generation 2015
LEAD for Gen2015 LCPs
LEAD for Gen2015 LCPs
AIESEC
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
10 Secrets of Agile Transformation
10 Secrets of Agile Transformation
Michael Sahota
We outline a fundamentally different approach for organizational change: one where valuing people is integral to building lasting success. Agile and Lean are a means to an end. Once we are clear what our goals are and our approach is consistent with what we truly value, then we may hope for success. When we simplify the Agile Manifesto’s “Individuals and Interactions over Processes and Tools” we get “People over Process”. Agile is about people. It’s about a people-first culture. Lean is simliar. Sadly, many organizations are mired in organizational debt: mistrust, politics and fear. Changing the process won’t fix this. We need to go to the root of it - to find a way to talk about and shift to a healthier culture: one that values people. The VAST (Vulnerability, Authentic Connection, Safety and Trust) model makes the dynamics of human systems visible and clarifies where we may apply leverage to foster lasting change.
People over Process
People over Process
Michael Sahota
Ewa a driving eld
Ewa a driving eld
aiesechyderabad
Presentation delivered at Agile Vietnam 2017 on 4 November 2017 ------- Adding value to agile projects as a Project Manager isn't easy. The prevalent tenor is that the role "Project Manager" shouldn't exist, not in title and even less so in spirit. However, reality is that PMs or roles with traditional project management responsibilities are still everywhere and more common than agile servant-leader Scrum Masters or Kanban Flow Managers. So, if you find yourself in a position of being an [Agile] Project Manager or in a similar role, join my session to learn how you can add value and foster an agile system at the same time with Kanban. You will leave the session with hands-on techniques that you can implement the very next day to improve the way you and your team works!
Agile Project Management with Kanban & Lean (4 Nov 2017)
Agile Project Management with Kanban & Lean (4 Nov 2017)
Mai Quay
How many of us really know the difference between a Manager and a Leader.....?
Managers and leaders
Managers and leaders
Merry Madan
CEO Bryan Huddleston's presentation from the Nashville Technology Council Career Hours on 7.15.14 in Nashville, TN
2014 07 ntc career hours - ss
2014 07 ntc career hours - ss
NashvilleTechCouncil
In order to fully unleash the potential of workers we need to augment Agile/Scrum with Valuing People and rewire Organizational Governance. Valuing People is about building a place where the whole person is welcome. Where there is safety, trust and authentic connection. Organizational Governance refers to the approaches we use to run organizations: organizational structure, planning & control, roles & titles, compensation, performance management, information access, leadership and power. It has been well understood that these typically impact Scrum significantly.
Whole Agile - Unleashing People & Organizations
Whole Agile - Unleashing People & Organizations
Michael Sahota
education for LCPS
Driving summer peak in my LC
Driving summer peak in my LC
Zdeněk Tesárek
Expansions
Expansions
Satpreet Rajpal
s
Xecutive authority
Xecutive authority
aiesechyderabad
AIESEC US RoKS 2015 | MOGX Track
AIESEC US RoKS 2015 | MOGX Track
AIESEC US RoKS 2015 | MOGX Track
kavyauchil
The slides of my presentation at Agiles 2015. Thanks for your feedback!
Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
Johnny Ordóñez
The year we mark a legacy - AIESEC Bangalore
The year we mark a legacy - AIESEC Bangalore
Soumil Kar
Presentation slides from Toronto Agile Community conference, October 20, 2015, presented with Shawn Button. Topic is building an internal coaching capacity.
Growing Coaches: Developing Coaching Capability in Your Organization
Growing Coaches: Developing Coaching Capability in Your Organization
Sue Johnston, MBA + a bunch of other stuff
Talk by Sue Johnston and Shawn Button at Agile and Beyond, Ypsilanti, MI, May 5, 2016 There's a pile of evidence that coaching plays an important role in helping an organization transform to Agile. External coaches can help an organization as it begins to adopt agile practices, but a sustainable Agile adoption requires an organization to stand on their own. Developing an internal coaching team is an important step in becoming self-sufficient. Join Sue Johnston and Shawn Button as they explore the process of building a team of competent internal coaches. Look at identifying coach candidates, putting together and running a coach development program, and creating opportunities for learning on-the-job. Learn about potential bumps in the road - organizational impediments to building coaches - and strategies for overcoming those barriers. Sue and Shawn share their experiences with what works, and what to avoid. Leave with a realistic plan to discover and develop coaches in your organization or those you work with.
Growing Coaches - Developing Coaching Capability in your Organization
Growing Coaches - Developing Coaching Capability in your Organization
Sue Johnston, MBA + a bunch of other stuff
Better Software Conference Presentation by Shawn Button and Sue Johnston - Developing Internal Coaches for Your Organization - Nov 12, 2015, Orlando
Grow coaches share
Grow coaches share
Sue Johnston, MBA + a bunch of other stuff
Discussion slides for Project World Toronto 2016 session on building internal team and agile coaches - Shawn Button and Sue Johnston of Leanintuit
Project world grow coaches
Project world grow coaches
Sue Johnston, MBA + a bunch of other stuff
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
Ron Lichty
MyLDS 2015_D1_The Way We Do It
MyLDS 2015_D1_The Way We Do It
aiesecmalaysia
SONA
NSC - SONA TM
NSC - SONA TM
Christina Kelman
The AIESEC way
The AIESEC way
aiesec_in_ahmedabad
SONA
SONA TM JNC
SONA TM JNC
Christina Kelman
Role of Talent Management
Role of Talent Management
Role of Talent Management
AIESEC
AIESEC Singapore | Talent Management Summit (Oct 2013)
AIESEC Singapore | Talent Management Summit (Oct 2013)
AIESEC Singapore | Talent Management Summit (Oct 2013)
nemrakmil
Contenu connexe
Tendances
Presentation delivered at Agile Vietnam 2017 on 4 November 2017 ------- Adding value to agile projects as a Project Manager isn't easy. The prevalent tenor is that the role "Project Manager" shouldn't exist, not in title and even less so in spirit. However, reality is that PMs or roles with traditional project management responsibilities are still everywhere and more common than agile servant-leader Scrum Masters or Kanban Flow Managers. So, if you find yourself in a position of being an [Agile] Project Manager or in a similar role, join my session to learn how you can add value and foster an agile system at the same time with Kanban. You will leave the session with hands-on techniques that you can implement the very next day to improve the way you and your team works!
Agile Project Management with Kanban & Lean (4 Nov 2017)
Agile Project Management with Kanban & Lean (4 Nov 2017)
Mai Quay
How many of us really know the difference between a Manager and a Leader.....?
Managers and leaders
Managers and leaders
Merry Madan
CEO Bryan Huddleston's presentation from the Nashville Technology Council Career Hours on 7.15.14 in Nashville, TN
2014 07 ntc career hours - ss
2014 07 ntc career hours - ss
NashvilleTechCouncil
In order to fully unleash the potential of workers we need to augment Agile/Scrum with Valuing People and rewire Organizational Governance. Valuing People is about building a place where the whole person is welcome. Where there is safety, trust and authentic connection. Organizational Governance refers to the approaches we use to run organizations: organizational structure, planning & control, roles & titles, compensation, performance management, information access, leadership and power. It has been well understood that these typically impact Scrum significantly.
Whole Agile - Unleashing People & Organizations
Whole Agile - Unleashing People & Organizations
Michael Sahota
education for LCPS
Driving summer peak in my LC
Driving summer peak in my LC
Zdeněk Tesárek
Expansions
Expansions
Satpreet Rajpal
s
Xecutive authority
Xecutive authority
aiesechyderabad
AIESEC US RoKS 2015 | MOGX Track
AIESEC US RoKS 2015 | MOGX Track
AIESEC US RoKS 2015 | MOGX Track
kavyauchil
Tendances
(8)
Agile Project Management with Kanban & Lean (4 Nov 2017)
Agile Project Management with Kanban & Lean (4 Nov 2017)
Managers and leaders
Managers and leaders
2014 07 ntc career hours - ss
2014 07 ntc career hours - ss
Whole Agile - Unleashing People & Organizations
Whole Agile - Unleashing People & Organizations
Driving summer peak in my LC
Driving summer peak in my LC
Expansions
Expansions
Xecutive authority
Xecutive authority
AIESEC US RoKS 2015 | MOGX Track
AIESEC US RoKS 2015 | MOGX Track
Similaire à Team Management - LEAD -> JLcong, AIESEC in Bangalore.
The slides of my presentation at Agiles 2015. Thanks for your feedback!
Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
Johnny Ordóñez
The year we mark a legacy - AIESEC Bangalore
The year we mark a legacy - AIESEC Bangalore
Soumil Kar
Presentation slides from Toronto Agile Community conference, October 20, 2015, presented with Shawn Button. Topic is building an internal coaching capacity.
Growing Coaches: Developing Coaching Capability in Your Organization
Growing Coaches: Developing Coaching Capability in Your Organization
Sue Johnston, MBA + a bunch of other stuff
Talk by Sue Johnston and Shawn Button at Agile and Beyond, Ypsilanti, MI, May 5, 2016 There's a pile of evidence that coaching plays an important role in helping an organization transform to Agile. External coaches can help an organization as it begins to adopt agile practices, but a sustainable Agile adoption requires an organization to stand on their own. Developing an internal coaching team is an important step in becoming self-sufficient. Join Sue Johnston and Shawn Button as they explore the process of building a team of competent internal coaches. Look at identifying coach candidates, putting together and running a coach development program, and creating opportunities for learning on-the-job. Learn about potential bumps in the road - organizational impediments to building coaches - and strategies for overcoming those barriers. Sue and Shawn share their experiences with what works, and what to avoid. Leave with a realistic plan to discover and develop coaches in your organization or those you work with.
Growing Coaches - Developing Coaching Capability in your Organization
Growing Coaches - Developing Coaching Capability in your Organization
Sue Johnston, MBA + a bunch of other stuff
Better Software Conference Presentation by Shawn Button and Sue Johnston - Developing Internal Coaches for Your Organization - Nov 12, 2015, Orlando
Grow coaches share
Grow coaches share
Sue Johnston, MBA + a bunch of other stuff
Discussion slides for Project World Toronto 2016 session on building internal team and agile coaches - Shawn Button and Sue Johnston of Leanintuit
Project world grow coaches
Project world grow coaches
Sue Johnston, MBA + a bunch of other stuff
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
Ron Lichty
MyLDS 2015_D1_The Way We Do It
MyLDS 2015_D1_The Way We Do It
aiesecmalaysia
SONA
NSC - SONA TM
NSC - SONA TM
Christina Kelman
The AIESEC way
The AIESEC way
aiesec_in_ahmedabad
SONA
SONA TM JNC
SONA TM JNC
Christina Kelman
Role of Talent Management
Role of Talent Management
Role of Talent Management
AIESEC
AIESEC Singapore | Talent Management Summit (Oct 2013)
AIESEC Singapore | Talent Management Summit (Oct 2013)
AIESEC Singapore | Talent Management Summit (Oct 2013)
nemrakmil
An IT Leaders Guide to Getting the Rest of the Organisation On-board
What makes Teamwork Work?
What makes Teamwork Work?
Leadership AdvantEdge
The leader we create
The leader we create
Vy Le
Introduction to agile for the Peel chapter of APICS
APICS Peel Agile Introduction
APICS Peel Agile Introduction
Jason Little
1.2 expansion visit aiesec relevance
1.2 expansion visit aiesec relevance
Yuricia Vebrina
ဆရာ ဦးဇင္ျဖိဳးပိုင္ သင္ၾကားပို႔ခ်ထားေသာ Management & Leadership Slide
Management and Leadership Powerpoint Slide (Copyright- MESI)
Management and Leadership Powerpoint Slide (Copyright- MESI)
Lily Eain (PAC)
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews. All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team. Grab the first 150 pages of all these books from here 1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages 2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages 3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching 4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
Question Bank for Agilist
Question Bank for Agilist
Chandan Patary
Similaire à Team Management - LEAD -> JLcong, AIESEC in Bangalore.
(20)
Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
The year we mark a legacy - AIESEC Bangalore
The year we mark a legacy - AIESEC Bangalore
Growing Coaches: Developing Coaching Capability in Your Organization
Growing Coaches: Developing Coaching Capability in Your Organization
Growing Coaches - Developing Coaching Capability in your Organization
Growing Coaches - Developing Coaching Capability in your Organization
Grow coaches share
Grow coaches share
Project world grow coaches
Project world grow coaches
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
MyLDS 2015_D1_The Way We Do It
MyLDS 2015_D1_The Way We Do It
NSC - SONA TM
NSC - SONA TM
The AIESEC way
The AIESEC way
SONA TM JNC
SONA TM JNC
Role of Talent Management
Role of Talent Management
AIESEC Singapore | Talent Management Summit (Oct 2013)
AIESEC Singapore | Talent Management Summit (Oct 2013)
What makes Teamwork Work?
What makes Teamwork Work?
The leader we create
The leader we create
APICS Peel Agile Introduction
APICS Peel Agile Introduction
1.2 expansion visit aiesec relevance
1.2 expansion visit aiesec relevance
Management and Leadership Powerpoint Slide (Copyright- MESI)
Management and Leadership Powerpoint Slide (Copyright- MESI)
Question Bank for Agilist
Question Bank for Agilist
Plus de Soumil Kar
Here are the top 100 companies in the world based on their market capitalisation.
Global top 100 companies 2019
Global top 100 companies 2019
Soumil Kar
Morning News
AIESEC in Bangalore | August Legacy Conference | Morning News
AIESEC in Bangalore | August Legacy Conference | Morning News
Soumil Kar
Morning news
AIESEC in Bangalore | August Legacy Conference | Morning News
AIESEC in Bangalore | August Legacy Conference | Morning News
Soumil Kar
Mock State of National Affairs
AIESEC in Bangalore | August Legacy Conference | Mock State of national Affairs
AIESEC in Bangalore | August Legacy Conference | Mock State of national Affairs
Soumil Kar
The art of getting things done in August Legacy Conference.
AIESEC in Bangalore | August Legacy Conference | The Art of getting things Done
AIESEC in Bangalore | August Legacy Conference | The Art of getting things Done
Soumil Kar
Essence of a Team.
AIESEC in Bangalore | August Legacy Conference | Essence of a Team
AIESEC in Bangalore | August Legacy Conference | Essence of a Team
Soumil Kar
Sales session at the August Legacy Conference.
AIESEC in Bangalore | August Legacy Conference | Sales
AIESEC in Bangalore | August Legacy Conference | Sales
Soumil Kar
Clarity of Why - AIESEC
AIESEC in Bangalore
AIESEC in Bangalore
Soumil Kar
This contains all the details about AIESEC which a new member should know.
AIESEC in Bangalore | Introduction to AIESEC
AIESEC in Bangalore | Introduction to AIESEC
Soumil Kar
This is the opening presentation for August Legacy Conference
August Legacy Conference | Opening Presentation
August Legacy Conference | Opening Presentation
Soumil Kar
Its the myaiesec.net guidebook.
India | Bangalore | myaiesec.net Guidebook
India | Bangalore | myaiesec.net Guidebook
Soumil Kar
Morning News
Morning News
Soumil Kar
AGM Plan Presentation, 2014.
AIESEC in Bangalore - AGM Plan Presentation, 2014
AIESEC in Bangalore - AGM Plan Presentation, 2014
Soumil Kar
Expectations from january, lcong 2014
Expectations from january, lcong 2014
Soumil Kar
SCEAD FOUNDATION INDIA_AIESEC Bangalore
SCEAD FOUNDATION INDIA_AIESEC Bangalore
Soumil Kar
PARASPARA TRUST_AIESEC Bangalore
PARASPARA TRUST_AIESEC Bangalore
Soumil Kar
DREAM A DREAM_AIESEC Bangalore
DREAM A DREAM_AIESEC Bangalore
Soumil Kar
Why bangalore...(open me)
Why bangalore...(open me)
Soumil Kar
Plus de Soumil Kar
(18)
Global top 100 companies 2019
Global top 100 companies 2019
AIESEC in Bangalore | August Legacy Conference | Morning News
AIESEC in Bangalore | August Legacy Conference | Morning News
AIESEC in Bangalore | August Legacy Conference | Morning News
AIESEC in Bangalore | August Legacy Conference | Morning News
AIESEC in Bangalore | August Legacy Conference | Mock State of national Affairs
AIESEC in Bangalore | August Legacy Conference | Mock State of national Affairs
AIESEC in Bangalore | August Legacy Conference | The Art of getting things Done
AIESEC in Bangalore | August Legacy Conference | The Art of getting things Done
AIESEC in Bangalore | August Legacy Conference | Essence of a Team
AIESEC in Bangalore | August Legacy Conference | Essence of a Team
AIESEC in Bangalore | August Legacy Conference | Sales
AIESEC in Bangalore | August Legacy Conference | Sales
AIESEC in Bangalore
AIESEC in Bangalore
AIESEC in Bangalore | Introduction to AIESEC
AIESEC in Bangalore | Introduction to AIESEC
August Legacy Conference | Opening Presentation
August Legacy Conference | Opening Presentation
India | Bangalore | myaiesec.net Guidebook
India | Bangalore | myaiesec.net Guidebook
Morning News
Morning News
AIESEC in Bangalore - AGM Plan Presentation, 2014
AIESEC in Bangalore - AGM Plan Presentation, 2014
Expectations from january, lcong 2014
Expectations from january, lcong 2014
SCEAD FOUNDATION INDIA_AIESEC Bangalore
SCEAD FOUNDATION INDIA_AIESEC Bangalore
PARASPARA TRUST_AIESEC Bangalore
PARASPARA TRUST_AIESEC Bangalore
DREAM A DREAM_AIESEC Bangalore
DREAM A DREAM_AIESEC Bangalore
Why bangalore...(open me)
Why bangalore...(open me)
Dernier
Wednesday 20 March 2024, 09:30-15:30.
Jamworks pilot and AI at Jisc (20/03/2024)
Jamworks pilot and AI at Jisc (20/03/2024)
Jisc
The Graduate Outcomes survey exists to improve the experience of future students.
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - English
neillewis46
cultivation of kodo Millet ppt #kodomillet
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
pradhanghanshyam7136
38 K-12 educators from North Carolina public schools
On National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan Fellows
Mebane Rash
SOC 101 Final Powerpoint
SOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning Presentation
camerronhm
Wizards are very useful for creating a good user experience. In all businesses, interactive sessions are most beneficial. To improve the user experience, wizards in Odoo provide an interactive session. For creating wizards, we can use transient models or abstract models. This gives features of a model class except the data storing. Transient and abstract models have permanent database persistence. For them, database tables are made, and the records in such tables are kept until they are specifically erased.
How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17
Celine George
Meaning of Emotional intelligence, Dimension of Emotional Intelligence- Selfawareness, self-motivation, empathy, Social Skills, Mayer &Saloveys(1997) Cognitive model of EI, Golemans (1995) model of EI B. Spiritual intelligence, Methods to learn & develop spiritual Intelligence- Meditation, Detached Observation, Reflection, Connecting, Practice
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Dr Vijay Vishwakarma
ICT Role in 21st Century Education & its Challenges •This presentation gives an overall view of education in 21st century and how it is facilitated by the integration of ICT. •It also gives a detailed explanation of the challenges faced in ICT-based education and further elaborates the strategies that can help in overcoming the challenges.
ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptx
AreebaZafar22
https://medicaleducationelearning.blogspot.com/2024/02/using-micro-scholarship-to-incentivize.html
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdf
Poh-Sun Goh
This presentation is from the Paper 208: Comparative Literature & Translation Studies, Unit 3: A.K. Ramanujan, “On Translating a Tamil Poem”, Collected Essays of A.K. Ramanujan, ed Vinay Dharwadkar. Oxford University Press, 1999 and I choose the topic Comparative Literature in the Digital Age.
On_Translating_a_Tamil_Poem_by_A_K_Ramanujan.pptx
On_Translating_a_Tamil_Poem_by_A_K_Ramanujan.pptx
Pooja Bhuva
Wednesday 20 March 2024, 09:30-15:30.
Towards a code of practice for AI in AT.pptx
Towards a code of practice for AI in AT.pptx
Jisc
Mehran University Newsletter is a Quarterly Publication from Public Relations Office
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University of Engineering & Technology, Jamshoro
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Expert Specialist In Canada Amil Baba In UK +92322-6382012
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
Amil baba
This Presentation is about the Unit 5 Mathematical Reasoning of UGC NET Paper 1 General Studies where we have included Types of Reasoning, Mathematical reasoning like number series, letter series etc. and mathematical aptitude like Fraction, Time and Distance, Average etc. with their solved questions and answers.
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
Nirmal Dwivedi
For more information about my speaking and training work, visit: https://www.pookyknightsmith.com/speaking/
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
Pooky Knightsmith
People are more triggered by positive news than negative news. Audience does not want to hear, read or receive any kind of bad news. So these slides show how to convey negative news to someone without affecting their emotions.
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
annathomasp01
Here is the slide show presentation from the Pre-Deployment Brief for HMCS Max Bernays from May 8th, 2024.
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
Esquimalt MFRC
Klinik_ Apotek Onlin 085657271886 Solusi Menggugurkan Masalah Kehamilan Anda Jual Obat Aborsi Asli KLINIK ABORSI TERPEECAYA _ Jual Obat Aborsi Cytotec Misoprostol Asli 100% Ampuh Hanya 3 Jam Langsung Gugur || OBAT PENGGUGUR KANDUNGAN AMPUH MANJUR OBAT ABORSI OLINE" APOTIK Jual Obat Cytotec, Gastrul, Gynecoside Asli Ampuh. JUAL ” Obat Aborsi Tuntas | Obat Aborsi Manjur | Obat Aborsi Ampuh | Obat Penggugur Janin | Obat Pencegah Kehamilan | Obat Pelancar Haid | Obat terlambat Bulan | Ciri Obat Aborsi Asli | Obat Telat Bulan | Pil Aborsi Asli | Cara Menggugurkan Konten | Cara Aborsi Tuntas | Harga Obat Aborsi Asli | Pil Aborsi | Jual Obat Aborsi Cytotec | Cara Aborsi Sendiri | Cara Aborsi Usia 1 Bulan | Cara Aborsi Usia 2 Tahun | Cara Aborsi Usia 3 Bulan | Obat Aborsi Usia 4 Bulan | Cara Abrasi Usia 5 Bulan | Cara Menggugurkan Konten | Kandungan Obat Penggugur | Cara Menghitung Usia Konten | Cara Mengatasi Terlambat Bulan | Penjual Obat Aborsi Asli | Obat Aborsi Garansi | Kandungan Obat Peluntur | Obat Telat Datang Bulan | Obat Telat Haid | Obat Aborsi Paling Murah | Klinik Jual Obat Aborsi | Jual Pil Cytotec | Apotik Jual Obat Aborsi | Kandungan Dokter Abrasi | Cara Aborsi Cepat | Jual Obat Aborsi Bergaransi | Jual Obat Cytotec Asli | Obat Aborsi Aman Manjur | Obat Misoprostol Cytotec Asli. "APA ITU ABORSI" “Aborsi Adalah dengan membendung hormon yang di perlukan untuk mempertahankan kehamilan yaitu hormon progesteron, karena hormon ini dibendung, maka jalur kehamilan mulai membuka dan leher rahim menjadi melunak,sehingga mengeluarkan darah yang merupakan tanda bahwa obat telah bekerja || maksimal 1 jam obat diminum || PENJELASAN OBAT ABORSI USIA 1 _7 BULAN Pada usia kandungan ini, pasien akan merasakan sakit yang sedikit tidak berlebihan || sekitar 1 jam ||. namun hanya akan terjadi pada saatdarah keluar merupakan pertanda menstruasi. Hal ini dikarenakan pada usiakandungan 3 bulan,janin sudah terbentuk sebesar kepalan tangan orang dewasa. Cara kerja obat aborsi : JUAL OBAT ABORSI AMPUH dosis 3 bulan secara umum sama dengan cara kerja || DOSIS OBAT ABORSI 2 bulan”, hanya berbedanya selain mengisolasijanin juga menghancurkan janin dengan formula methotrexate dikandungdidalamnya. Formula methotrexate ini sangat ampuh untuk menghancurkan janinmenjadi serpihan-serpihan kecil akan sangat berguna pada saat dikeluarkan nanti. APA ALASAN WANITA MELAKUKAN ABORSI? Aborsi di lakukan wanita hamil baik yang sudah menikah maupun belum menikah dengan berbagai alasan , akan tetapi alasan yang utama adalah alasan-alasan non medis (termasuk aborsi sendiri / di sengaja/ buatan] MELAYANI PEMESANAN OBAT ABORSI SETIAP HARI, SIAP KIRIM KESELURUH KOTA BESAR DI INDONESIA DAN LUAR NEGERI. HUBUNGI PEMESANAN LEBIH NYAMAN VIA WA/: 085657271886
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
ZurliaSoop
Here is the slideshow presentation from the HMCS Vancouver Pre-Deployment Brief on May 9th, 2024.
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
marlenawright1
General Principles of Intellectual Property: Concepts of Intellectual Property (IP), Intellectual Property Protection (IPP), Intellectual Property Rights (IPR);
General Principles of Intellectual Property: Concepts of Intellectual Proper...
General Principles of Intellectual Property: Concepts of Intellectual Proper...
Poonam Aher Patil
Dernier
(20)
Jamworks pilot and AI at Jisc (20/03/2024)
Jamworks pilot and AI at Jisc (20/03/2024)
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - English
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
On National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan Fellows
SOC 101 Demonstration of Learning Presentation
SOC 101 Demonstration of Learning Presentation
How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
ICT Role in 21st Century Education & its Challenges.pptx
ICT Role in 21st Century Education & its Challenges.pptx
Micro-Scholarship, What it is, How can it help me.pdf
Micro-Scholarship, What it is, How can it help me.pdf
On_Translating_a_Tamil_Poem_by_A_K_Ramanujan.pptx
On_Translating_a_Tamil_Poem_by_A_K_Ramanujan.pptx
Towards a code of practice for AI in AT.pptx
Towards a code of practice for AI in AT.pptx
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
UGC NET Paper 1 Mathematical Reasoning & Aptitude.pdf
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
COMMUNICATING NEGATIVE NEWS - APPROACHES .pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
Jual Obat Aborsi Hongkong ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan...
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
General Principles of Intellectual Property: Concepts of Intellectual Proper...
General Principles of Intellectual Property: Concepts of Intellectual Proper...
Team Management - LEAD -> JLcong, AIESEC in Bangalore.
1.
SESSION 1.0 January Local
Congress ELYSIUM TOGETHER WE PROGRESS || Leave a Legacy
2.
WHAT IS LEADERSHIP ? ELYSIUM TOGETHER
WE PROGRESS || Leave a Legacy
3.
ELYSIUM TOGETHER WE PROGRESS
|| Leave a Legacy
4.
Statistics 100% 80% 60% Member Contribution 40% TL Contribution 20% 0% iGIP ELYSIUM oGIP
iGCDP oGCDP XS TOGETHER WE PROGRESS || Leave a Legacy
5.
WHAT IS TEAM MANAGEMENT
? ELYSIUM TOGETHER WE PROGRESS || Leave a Legacy
6.
Needs of an Individual Accomplishment Recognition Responsibility Security ELYSIUM Power Self-Expression TOGETHER
WE PROGRESS || Leave a Legacy
7.
Team Minimums A B C T Team Plan JD Training Reflection Transition Tracking Evaluation &
Coaching ELYSIUM TOGETHER WE PROGRESS || Leave a Legacy
8.
Here’s what we’re
going to be doing now: • Learn good team management • Go through a mock team experience • Figure out what we’re going to do when we go back! ELYSIUM TOGETHER WE PROGRESS || Leave a Legacy
9.
THE TASK !! ELYSIUM TOGETHER
WE PROGRESS || Leave a Legacy
10.
What have we learnt
? ELYSIUM TOGETHER WE PROGRESS || Leave a Legacy
11.
Closing thought : ELYSIUM TOGETHER
WE PROGRESS || Leave a Legacy
Télécharger maintenant