This document discusses project team management. It begins by outlining the learning objectives, which are to describe an appropriate management structure for projects, identify how team organization affects development, and identify factors that affect team member productivity.
It then discusses some key aspects of projects, including that they have specific objectives and timelines, require a variety of resources from people who may not normally work together, and are unique endeavors. The responsibilities of a project manager to management, clients, products, teams and themselves are also outlined.
Finally, it covers topics like leadership styles, defining team member responsibilities, developing a positive group climate, selecting appropriate team members, motivating staff, and dealing with de-motivated workers. The overall
This document provides guidance for supervisors. It defines a supervisor as someone with authority over employees who can hire, fire, promote, discipline, or adjust employee grievances. Some examples of supervisors given include professors overseeing dissertations and heads of medical teams. The document discusses why people seek supervisory roles and the traits of good supervisors, such as fostering trust and being supportive. It outlines the roles and responsibilities of supervisors, including setting goals, making decisions, managing change, communication, and training/developing employees. Effective supervision requires skills like delegation, motivation, and handling employee needs.
We use our Leadership Principles every day, whether we're discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar.
The document discusses how to identify and hire high performing employees. It recommends using behavioral interview questions focused on key traits like initiative, personal effectiveness, flexibility, knowledge, teamwork, and leadership. These questions help uncover real examples of how candidates have demonstrated these traits in the past. The document also offers to help companies with hiring by providing access to candidates, performing interviews, and managing the hiring process.
They Are Out There [Finding Top Performers]demontdaniel
The document discusses how to identify and hire high performing employees. It recommends using behavioral interview questions focused on key traits like initiative, personal effectiveness, flexibility, knowledge, teamwork, and leadership. These questions help uncover real examples of how candidates have demonstrated these traits in the past. The document also offers to help companies with hiring by providing access to candidates, performing interviews, and managing the hiring process.
The document provides guidance on coaching entrepreneurs during the implementation phase. It discusses helping entrepreneurs create workplans focused on milestones and cost structure. It also covers crafting executive summaries to simplify pitches for support and involvement. Coaches should encourage entrepreneurs to take action, get products to market, and broaden potential sales. Case studies are used to illustrate pushing entrepreneurs to clarify practical next steps and responsibilities to move forward with their ventures.
The document provides guidance on coaching entrepreneurs during the implementation phase. It discusses helping entrepreneurs create workplans focused on milestones and cost structure. It also covers crafting executive summaries to simplify pitches for support and involvement. Coaches should encourage entrepreneurs to take action, get products to market, and broaden potential sales. Case studies are used to illustrate pushing entrepreneurs to clarify practical next steps and responsibilities to move forward with their ventures.
This document discusses project team management. It begins by outlining the learning objectives, which are to describe an appropriate management structure for projects, identify how team organization affects development, and identify factors that affect team member productivity.
It then discusses some key aspects of projects, including that they have specific objectives and timelines, require a variety of resources from people who may not normally work together, and are unique endeavors. The responsibilities of a project manager to management, clients, products, teams and themselves are also outlined.
Finally, it covers topics like leadership styles, defining team member responsibilities, developing a positive group climate, selecting appropriate team members, motivating staff, and dealing with de-motivated workers. The overall
This document provides guidance for supervisors. It defines a supervisor as someone with authority over employees who can hire, fire, promote, discipline, or adjust employee grievances. Some examples of supervisors given include professors overseeing dissertations and heads of medical teams. The document discusses why people seek supervisory roles and the traits of good supervisors, such as fostering trust and being supportive. It outlines the roles and responsibilities of supervisors, including setting goals, making decisions, managing change, communication, and training/developing employees. Effective supervision requires skills like delegation, motivation, and handling employee needs.
We use our Leadership Principles every day, whether we're discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar.
The document discusses how to identify and hire high performing employees. It recommends using behavioral interview questions focused on key traits like initiative, personal effectiveness, flexibility, knowledge, teamwork, and leadership. These questions help uncover real examples of how candidates have demonstrated these traits in the past. The document also offers to help companies with hiring by providing access to candidates, performing interviews, and managing the hiring process.
They Are Out There [Finding Top Performers]demontdaniel
The document discusses how to identify and hire high performing employees. It recommends using behavioral interview questions focused on key traits like initiative, personal effectiveness, flexibility, knowledge, teamwork, and leadership. These questions help uncover real examples of how candidates have demonstrated these traits in the past. The document also offers to help companies with hiring by providing access to candidates, performing interviews, and managing the hiring process.
The document provides guidance on coaching entrepreneurs during the implementation phase. It discusses helping entrepreneurs create workplans focused on milestones and cost structure. It also covers crafting executive summaries to simplify pitches for support and involvement. Coaches should encourage entrepreneurs to take action, get products to market, and broaden potential sales. Case studies are used to illustrate pushing entrepreneurs to clarify practical next steps and responsibilities to move forward with their ventures.
The document provides guidance on coaching entrepreneurs during the implementation phase. It discusses helping entrepreneurs create workplans focused on milestones and cost structure. It also covers crafting executive summaries to simplify pitches for support and involvement. Coaches should encourage entrepreneurs to take action, get products to market, and broaden potential sales. Case studies are used to illustrate pushing entrepreneurs to clarify practical next steps and responsibilities to move forward with their ventures.
This document discusses various staff management skills for branch managers of microfinance institutions, including empowering and delegating employees, coaching, conflict resolution, and team building. Empowering staff reduces costs and improves productivity, quality, and customer service. Effective delegation involves clearly defining tasks, outcomes, authority, resources, and monitoring plans. Coaching helps employees improve performance through analysis, support, and influencing behavior change. Conflict resolution focuses on addressing problems rather than people through open communication and solutions. Effective teams have complementary skills, common goals and approaches, mutual accountability, and trust. Managers should recognize contributions, celebrate accomplishments, and continually learn and improve.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
The document discusses effective leadership in problem solving. It states that problems are an inherent part of a leader's job, and should be viewed as opportunities rather than distractions. Good leaders approach problems with broad vision, seeing what lies beneath the surface. When facing a problem, leaders should carefully define the issue, find the root cause through questioning, and evaluate all angles. They should also use data to explain the problem to stakeholders and develop solutions. Clear communication is key when engaging others in the problem solving process. Developing strong problem solving skills is important for any leader.
The document provides an overview of performance appraisals and strategies for more effective performance management. It discusses traditional appraisal elements and common problems, such as subjective ratings and infrequent feedback. Newer approaches focus on ongoing communication, goal setting linked to business objectives, and coaching. Effective difficult conversations involve preparing, sharing perspectives to understand different views, and collaborating on resolutions.
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
The document discusses the key skills and mindsets needed to effectively lead a project. It describes a project leader as a planner, facilitator, problem-solver, coach, and person who takes ownership of the project. An effective project leader puts people first, visualizes the goal and path to get there, earns the trust and respect of stakeholders, and facilitates overall progress.
This document provides a personal profile for Mark Karalius based on an assessment of his behaviors in 8 areas: developing expertise, thinking and planning, communicating expectations, structuring tasks, leading the team, building relationships, focusing on quality, and achieving results. For each area, it describes Mark's likely approach, focus, how others may perceive him, and actions he could take to enhance his performance. The profile suggests Mark prefers a flexible approach with less emphasis on structure, communication, and producing results through others. He may be best suited to a role with limited requirements in these areas that allows independent work and supporting others.
Sonder's culture is designed to foster rapid continuous improvement through hiring the best talent, setting ambitious goals, creativity, data-driven decisions, prioritization, execution, transparency, and appreciation. Their culture consists of leadership principles that guide all their work and customs that define how they work together efficiently through productivity, execution, communication and feedback practices like using Asana, achieving inbox zero, setting OKRs and roadmaps, and structured 1:1 meetings and business reviews. The document provides details on Sonder's culture and customs to ensure all employees work together effectively to achieve the company's goals of revolutionizing hospitality.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Critical thinking is an important skill for managers to have when making decisions that can impact employees, departments, and the entire workforce. The document outlines key aspects of critical thinking including its purpose to translate ideas, evaluate objects, solve problems, and make better decisions. It also discusses the features of critical thinking such as rationality, objectivity, intelligence, and results. The document provides examples of how critical thinking can be applied when making human resources, customer service, and marketing/sales decisions. It concludes by encouraging managers to improve their critical thinking skills over time through practice.
Critical thinking skills a guide for problem solvingWasifHossain7
Feeling challenged by the problems in your business? Looking for creative and strategic ways of solving problems? Your journey can start with critical thinking and problem-solving training. In a business environment, you are always searching for opportunities. Problems are opportunities in disguise. To become a problem-solver, you are on a mission to learn the art of thinking critically and creatively.
The document provides guidance on writing a self-review for a performance evaluation. It explains that the purpose is to allow employees to communicate their accomplishments and influence the review process. It offers tips on highlighting strengths and weaknesses, being believable, and focusing on future improvement when discussing areas to improve. Sample phrases are provided that employees can use to describe their performance in areas like communication, customer service, teamwork, and innovation. The document stresses being concise while providing an accurate picture of accomplishments for the supervisor.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
This document provides guidelines for conducting effective performance reviews. It discusses the importance of preparation for both managers and employees. Managers are advised to review assessments and collect feedback before meetings. Employees should consider goals and achievements. The discussion should focus on objectives, development, and feedback. Both parties should have an open and collaborative dialogue. Providing specific, balanced feedback and setting development goals are keys to a productive review.
Leaders obsess over customers and work backwards from their needs. They think long term and take ownership across their organization, never saying tasks are not their responsibility. Leaders encourage innovation, simplification, and learning from all sources. They hire and develop exceptional talent while driving relentless improvement and high standards. Leaders inspire bold visions and take calculated risks through action, frugality, and trust-building.
Mark Oldfield aims to inspire people to work together to shape their own lives and the lives of others through camaraderie, professionalism and achievement. He seeks to streamline procedures to provide accurate, efficient and pleasurable customer interactions, resolve problems quickly, and continually improve staff skills through training. His objectives are to bring change to traditionally process-driven roles by understanding customer wants and rationalizing procedures to benefit customers and the company, while engaging and training staff to provide better service in an exciting, friendly atmosphere.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
This document describes a strategic peer advisory board for CEOs, MDs, and senior leaders. It discusses how external peer groups can help large companies maximize collaboration and growth. The peer groups allow leaders to gain insights from trusted peers, learn new solutions to problems, and get candid feedback in a confidential environment. They help address challenges leaders face including isolation, dysfunctional teams, and high performance pressure. The peer groups meet monthly for open discussions and problem solving to help members become better leaders and make improved decisions that achieve better business results.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
its all about Rotor spinning technique in Textile. Its concerned with basic idea about how the process of spinning is carried out in Rotor spinning (break Spinning).
This document discusses various staff management skills for branch managers of microfinance institutions, including empowering and delegating employees, coaching, conflict resolution, and team building. Empowering staff reduces costs and improves productivity, quality, and customer service. Effective delegation involves clearly defining tasks, outcomes, authority, resources, and monitoring plans. Coaching helps employees improve performance through analysis, support, and influencing behavior change. Conflict resolution focuses on addressing problems rather than people through open communication and solutions. Effective teams have complementary skills, common goals and approaches, mutual accountability, and trust. Managers should recognize contributions, celebrate accomplishments, and continually learn and improve.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
The document discusses effective leadership in problem solving. It states that problems are an inherent part of a leader's job, and should be viewed as opportunities rather than distractions. Good leaders approach problems with broad vision, seeing what lies beneath the surface. When facing a problem, leaders should carefully define the issue, find the root cause through questioning, and evaluate all angles. They should also use data to explain the problem to stakeholders and develop solutions. Clear communication is key when engaging others in the problem solving process. Developing strong problem solving skills is important for any leader.
The document provides an overview of performance appraisals and strategies for more effective performance management. It discusses traditional appraisal elements and common problems, such as subjective ratings and infrequent feedback. Newer approaches focus on ongoing communication, goal setting linked to business objectives, and coaching. Effective difficult conversations involve preparing, sharing perspectives to understand different views, and collaborating on resolutions.
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
The document discusses the key skills and mindsets needed to effectively lead a project. It describes a project leader as a planner, facilitator, problem-solver, coach, and person who takes ownership of the project. An effective project leader puts people first, visualizes the goal and path to get there, earns the trust and respect of stakeholders, and facilitates overall progress.
This document provides a personal profile for Mark Karalius based on an assessment of his behaviors in 8 areas: developing expertise, thinking and planning, communicating expectations, structuring tasks, leading the team, building relationships, focusing on quality, and achieving results. For each area, it describes Mark's likely approach, focus, how others may perceive him, and actions he could take to enhance his performance. The profile suggests Mark prefers a flexible approach with less emphasis on structure, communication, and producing results through others. He may be best suited to a role with limited requirements in these areas that allows independent work and supporting others.
Sonder's culture is designed to foster rapid continuous improvement through hiring the best talent, setting ambitious goals, creativity, data-driven decisions, prioritization, execution, transparency, and appreciation. Their culture consists of leadership principles that guide all their work and customs that define how they work together efficiently through productivity, execution, communication and feedback practices like using Asana, achieving inbox zero, setting OKRs and roadmaps, and structured 1:1 meetings and business reviews. The document provides details on Sonder's culture and customs to ensure all employees work together effectively to achieve the company's goals of revolutionizing hospitality.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Critical thinking is an important skill for managers to have when making decisions that can impact employees, departments, and the entire workforce. The document outlines key aspects of critical thinking including its purpose to translate ideas, evaluate objects, solve problems, and make better decisions. It also discusses the features of critical thinking such as rationality, objectivity, intelligence, and results. The document provides examples of how critical thinking can be applied when making human resources, customer service, and marketing/sales decisions. It concludes by encouraging managers to improve their critical thinking skills over time through practice.
Critical thinking skills a guide for problem solvingWasifHossain7
Feeling challenged by the problems in your business? Looking for creative and strategic ways of solving problems? Your journey can start with critical thinking and problem-solving training. In a business environment, you are always searching for opportunities. Problems are opportunities in disguise. To become a problem-solver, you are on a mission to learn the art of thinking critically and creatively.
The document provides guidance on writing a self-review for a performance evaluation. It explains that the purpose is to allow employees to communicate their accomplishments and influence the review process. It offers tips on highlighting strengths and weaknesses, being believable, and focusing on future improvement when discussing areas to improve. Sample phrases are provided that employees can use to describe their performance in areas like communication, customer service, teamwork, and innovation. The document stresses being concise while providing an accurate picture of accomplishments for the supervisor.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
This document provides guidelines for conducting effective performance reviews. It discusses the importance of preparation for both managers and employees. Managers are advised to review assessments and collect feedback before meetings. Employees should consider goals and achievements. The discussion should focus on objectives, development, and feedback. Both parties should have an open and collaborative dialogue. Providing specific, balanced feedback and setting development goals are keys to a productive review.
Leaders obsess over customers and work backwards from their needs. They think long term and take ownership across their organization, never saying tasks are not their responsibility. Leaders encourage innovation, simplification, and learning from all sources. They hire and develop exceptional talent while driving relentless improvement and high standards. Leaders inspire bold visions and take calculated risks through action, frugality, and trust-building.
Mark Oldfield aims to inspire people to work together to shape their own lives and the lives of others through camaraderie, professionalism and achievement. He seeks to streamline procedures to provide accurate, efficient and pleasurable customer interactions, resolve problems quickly, and continually improve staff skills through training. His objectives are to bring change to traditionally process-driven roles by understanding customer wants and rationalizing procedures to benefit customers and the company, while engaging and training staff to provide better service in an exciting, friendly atmosphere.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
This document describes a strategic peer advisory board for CEOs, MDs, and senior leaders. It discusses how external peer groups can help large companies maximize collaboration and growth. The peer groups allow leaders to gain insights from trusted peers, learn new solutions to problems, and get candid feedback in a confidential environment. They help address challenges leaders face including isolation, dysfunctional teams, and high performance pressure. The peer groups meet monthly for open discussions and problem solving to help members become better leaders and make improved decisions that achieve better business results.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
Similaire à change your perspective for development and growth. (20)
its all about Rotor spinning technique in Textile. Its concerned with basic idea about how the process of spinning is carried out in Rotor spinning (break Spinning).
This document discusses uniform weight per unit length systems used in processes like warping to control weight and loss. It can be applied to materials like cotton, polyester blends and waste fibers. It describes how the system works using a sliver feed, measuring system like a finger or disc to sense pressure, rollers and motors controlled by a signal correction system. Parameters like roller clearance and disc thickness must be optimized based on material thickness. The system aims to automatically level weight deviations up to 18% by correcting under or overdraft through servo motor control points compared to the desired hank weight. Settings can be calibrated through a control box interface.
This document outlines an operational guideline for a production linked incentive scheme for the textile industry in India. The objective is to promote domestic manufacturing and exports of man-made fibers to help the industry achieve scale, be globally competitive, and create jobs. The scheme will provide financial incentives for 5 years to companies that invest a minimum of ₹100-300 crores and achieve annual turnover targets starting from ₹200-600 crores in the first year. Applications will be evaluated based on financial capacity, experience, investment amount, job creation, and other criteria. A list of eligible man-made fiber products is provided.
This document provides instructions for using bitter gourd (Momordica charantia) to help manage diabetes. It describes how to cut and boil bitter gourd pieces in water for 25-30 minutes at a low temperature. Once cooled, the matter should be squeezed to extract the water, which acts as an insulin and should be drunk once daily. Following this process daily for at least 2 months while monitoring blood sugar levels can help control sugar levels over time without the need for medications. The instructions warn against boiling at high heat or using a pressure cooker.
This document defines and distinguishes between different personality types and character traits:
- Egoists are selfish and focused on self-interest, while egotists are boastful and want attention focused on themselves. Altruists are focused on helping others without concern for themselves.
- Introverts are shy and want to be alone, while extroverts are social and outgoing. Most people are ambiverts who have a mixture of introverted and extroverted traits.
- Misanthopes hate humans, misogynists hate women, and misogamists hate marriage. Ascetics remove themselves from worldly concerns and pleasures.
- Related words like ego, other, and vert describe
1. The document discusses facing crises and unpleasant situations with courage and effectiveness. It argues that continually facing things we dislike helps us develop a liking for previously unpleasant conditions.
2. To be successful in facing crises, one must have the trait of confronting unpleasant situations head on. While this does not guarantee financial success, it leads to maturity and the ability to make decisions.
3. The document advises recognizing problems promptly and acting upon them immediately. It states that accepting limitations and acting despite risks and potential failures is the path to effectively handling crises and remaining mentally strong.
The document appears to be a list containing various codes and numbers that relate to different pieces of equipment. It includes codes for two blenders, two pans, three pans, and a blendomat along with various other codes and numbers that are not clearly labeled but may relate to models, parts, or other specifications. The document provides basic information about several different machines or device types but does not provide much contextual meaning on its own.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
5. Thorough
Plans are more comprehensive
The critical input will ensure : Well thought out
Less prone to unexpected setbacks.
6. They keep us
focussed,
motivated and
committed to achieve our goals.
A challenging colleague can be an
accountable partner,
ensuring to keep us on track and
maintain high standard of work.
By questioning
the progress,
Dead lines, and
deliverables,
7. They create environment
of
leaning and improvement
The continuous
questioning inspire us to
seek out
• New knowledge.
• Industrial trends.
• Refining skills.
Resulting into personal and professional growth
8. It is important to note that
challenging colleague should maintain
constructive and respectful approach.
The function should be to encourage
critical thinking, stimulate growth,
instead of creating confrontational
approach.
10. “Sometimes it’s just good to sit back
and get a different perspective.”
Embrace
opportunity to
gain new
insights.
Rather than reacting defensively or with dismissal.
Rather than
reacting
defensively or
with dismissal.
11. Actively listen to
their questions and
concerns without
being defensive.
This will allow us to
understand their
perspective and
adjust our plans
accordingly.
17. The actual goal is to foster a
collaborative growth oriented
relationship with our challenging
colleague, leading to better
outcomes and professional
developments.
19. Competitors :
Highly ambitious, consistently sets
higher goal, pushes you to improve your
performance.
Micromanagers :
closely monitor and control your work,
impacts decision making abilities. It
creates unnecessary stress and hinder
our productivity.
20. Negative Nancies :
Pessimistic attitude, focus only on
problem rather than solutions. To tackle
them keep a high positive mindset.
Office politicians :
often know how to navigate political
landscape for their advantage. They
always manipulate for their own
interests.
21. Ineffective communicator :
creates misunderstanding and delays in
projects. We have to invest extra
efforts to clear miscommunication and
align to work.
Under Performer :
These fail to meet their
responsibilities creating extra
workloads and stress. We have to find
ways and means to reduce their impact
and shortcomings on to project.
22. Know it all :
These believe they have right answers.
They tend to disregards or dismiss idea /
opinions of others. We have to challenge
their perspective for effectiveness.
Gatekeepers :
These control access to everything, viz info,
resources,etc to limit growth.
We have to build relationship or alternative
routes to get access to everything for progress.