Proper Netiquettes in social media platforms. Do's and Don't inside the world of social media

1. A
N
D
in the 21st Century
CULTURE

3. Cause Consequences

4. Cause Consequences
A cause refers to
an agent that
brings about a
result a
consequence.
A consequence is
always traceable to a
causewhich can be a
person,thing,principle,
motive,act, or event.

5. Do you know them?

6. THE BEATLES

7. THE
BEATLES
a British singing quartet who earned the
adulation of millions of fans around the world.
The group heavily influenced the pop culture
landscape by changing the face of the music
industry and creating new fashion and
hairstyle.

8. The Beatlemania
trend in the 1960s
was caused by The
Beatles.
The Beatlemania introduced the tight pants,
androgynous and colorful clothes, and mop-top
hairdo among the youth. It also brought in a
surge in fandom never seen before.

9. Do you know what happen?

10. 1989 to the early 2000s was triggered by the
breakdown of authoritarian regimes symbolized by the
fall of the Berlin Wall. The Berlin Wall separated the
communist East Berlin and East Germany (German
Democratic Republic) from the capitalist West Berlin
and West Germany (Federal Republic of Germany). The
demolition of the Berlin Wall had global effects.
Several revolutions and change of power. This event
resonated to other communist states and eventually
led to the collapse of the Soviet Union into separate
independent republics in 1991

11. This trend of violence caused policy
changes(like controlling the influx of
immigrants to Europe),the resurgence
of racism, a surge of rightist
movements, and an increase in anti-
establishment sentiments, to name a
few.

12. Whatever the results of a cause, the events
that are noted in each result will help
produce a picture of a trend which is
studied to be adopted in many life
applications. The relationship between
cause and consequence is salient to
strategic thinking and analysis.

13. NETWORK
is a particulartype of relation
that links certain sets of
people,events, or objects
LOCAL NETWORK
refers to interconnected processes internal
to the individual person'smind,mental
faculty, or thoughts such as strategic
analysis and intuitive thinking that are
ultimately demonstrated in decision-
making:

14. Strategic
Analysis
u
i
Intuitive
Analysis
is the process of examining,
using one's rationality or
reason, the organization's
surroundings and resources,
and how they relate with
each other to formulate a
strategy to meet objectives
and improve performance
is sensing or knowing without
using rational processes such
as reading facts and
instructions. According to the
dictionary, intuition is
“something that is known or
understood without proof or
evidence.

15. Strategic
Analysis
u
i
for example, can be done by an organization to
analyze its losing performance based on data
and information about the internal profile of its
employees and their capabilities and work
attitudes,
Strategic analysis can also be done by the
organization to investigate the external profile
of its surroundings, opportunities, and possible
rivals.

17. Mission
refers to the organization's main task that it wants to perform,
Vision
refers to what the organization foresees itself to be.
(for example, a school's mission is to provide world-class
education for all its students, while its vision is to become a
leader in academic excellence among other schools).

19. The ability to anticipate- enables the executives to not
only focus on the current situation but also to look at the
future.
The ability to challenge- involves raising questions instead
of merely accepting information as it comes.
The ability to interpret is shown by testing a variety of
hypotheses as well as comparing and contrasting certain
data prior to making decisions on particular issues

20. The ability to decide enables the executive to make a stand
with courage and conviction despite incomplete information
at hand
The ability to align enables the executive to have different
divergent viewpoints, opinions, and agenda to attain
common goals and to pursue mutual interests.
The ability to learn is demonstrated by an executive who
accepts feedback ,constructive criticism, and even failure
which are altogether viewed as sources of critical and
valuable insights

21. Intuitive Thinking
u
i
is making choices and decisions
according to one's hunch and
gut feeling without knowing the
reason why,

24. 1.Listening to an inner voice. They pay attention to
intuition and allow it to guide them.
2.Taking time To be alone and to reflect spending time
in solitude is their way of engaging in deeper thoughts
and creative thinking. It is also called "mindfulness"
which is looking into one's current experience without
making judgment.

25. 3.Listening to their bodies. They tune in to their bodies
for gut feeling and physical sensation or emotion
associated with intuition.
4. Observing Everything. They take take note of the
occurrence of off things and keep an eye on the
frequency of coincidences, unexpected connections, and
instantaneous decision or action done.

26. .
5.Paying attention to their dreams. It is their way of
getting in touch with their “unconscious thinking process”
and of capturing information on how to live their lives.
6. Connecting deeply with others and staying in a
positive mood. They can read a person's mind through his
or her words, feelings, and actions. Avoiding negative
emotions helps boost their intuitive judgment.

27. The combination of systematic, analytical abilities
needed in strategic analysis, on onehand, and the
spontaneity characterizing intuitive thinking, on the
other hand, is said to benefit decision-making and
management processes. In such cases, intuitive
thinking is supported by sufficient data, thorough
analysis and deliberation, and experience.

28. Legal practitioner and mediator Charles B.Parselle
(2005) believes that combininganalytical and
intuitive abilities leads to holistic thinking abilities
which are essential "to movepeople out of a
rights/obligation/win-lose mindset into a
needs/interests/mutual gain mindset.”This means
the concern for individualistic, legal, and
predictable aspects is balanced by theconcern for
cultural, flexible, and mutual or communitarian
aspects.

29. For Francis Cholle (2011), an international
business consultant,“we need both instinetand
reason to make the best possible decisions for
ourselves, our,businesses, and our
families.”Intuition plays a good part at it as itis
“bridging the gap between the conscious and
nonconsciousparts of our mind, and also
between instinct and reason.

30. Strategic analysis is commonly applied
through a process called strategic
planning.Strategic planning may be divided
into three phases.

34. A variety of analytical tools can be employed in the
conduct of strategic analysis. The purpose of an
analytical tool is to sharpen the focus of the analysis
and to ensure a methodicaland balanced approach.
This means that the analysis will center only on the
questions being raised by the organization and will
follow step-by-step, logical, and integrated
procedures.

35. Two of the most commonly used
analytical tools are the SWOT Analysis and
the PEST Analysis Another popular
analytical tools the Value Chain Analysis,
developed by Micheel E.Portet,

36. SWOT Analysis is applied particularly
in phase I where situational scanning
is undertaken. The internal and
external factors which are favorable
and unfavorable for the attainment of
objectives and priorities are identified

37. S W O T
These are the internal attributes
of the organization that can
contribute to the attainment of its
objectives and priorities
STRENGTHS

38. S W O T
WEAKNESS
ES
These are the external attributes
of the organization that can
obstruct the attainment of its
objectives andpriorities

39. S W O T
OPPORTU
NITIES
These are external factors
that can contribute to the
attainment of its objectives
and priorities

40. S W O T
THREATS
These are external factors
that can contribute to the
attainment of its objectives
and priorities

41. PEST Analysis surveys the bigger
environment where the organization
operates. It scan the political, economic,
sociocultural, and technological factors in
the environment affecting the existence
of the organization.

42. P E S T
include the rules, regulations, laws, and
policies imposed by a government which all
affect the organization.
Political factors also include political
stability and peace and order in the area
where the organization operates.
POLITICAL FACTOR

43. P E S T
cover purchasing power, capital outlay,
interest rates, tariff rates inflation, currency
exchange rates, and employment-
unemployment rates, among others.
ECONOMIC
FACTOR

44. P E S T
include people's preferences, needs,
demographics, attitudes toward using a
product or service, and cultural
backgrounds and diversity, among others
SOCIOCULTURAL
FACTOR

45. P E S T
cover those related to technological
innovation as well as thepositive and
negative impacts on the organization.
Technological factors also includincentives
for investments and pace of technological
transformation
TECHNOLOGICAL
FACTOR

49. Support Activities
Primary Activities