Diversity & Inclusion – Are We Having the Wrong Conversation? James Johnson, Group CEO, Nicoll Curtin
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Diversity & Inclusion – Are We Having the Wrong Conversation? James Johnson, Group CEO, Nicoll Curtin
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12. (TCOs B and E) The Caltor Company gathered the following conde.docx
12. (TCOs B and E) The Caltor Company gathered the following condensed data for the Year Ended December 31, 2010
Cost of goods sold = $ 710,000
Net sales
1,279,000
Administrative expenses
239,000
Interest expense
68,000
Dividends paid
38,000
Selling expenses
45,000
Instructions:
1: Prepare a multiple-step income statement for the year ended December 31, 2010.
2: Compute the profit margin ratio and gross profit rate. Caltor Company’s assets at the beginning of the year were $770,000 and were $830,000 at the end of the year. To qualify for full credit, you must state the formula you are using, show your computations, and explain your findings.
14. Your friend Dean has hired you to evaluate the following internal control procedures.
a: Explain to your friend whether each of the numbered items below is an internal control strength or weakness. You must also state which principle relates to each of the internal controls.
b: For the weaknesses, you also need to state a recommendation for improvement.
1: Bonding of the cashiers is not required because all of the cashiers have significant experience.
2: The treasurer is the only one allowed to sign checks.
3: All employees may operate cash registers.
4: Blank checks are stored in the safe.
5: Supervisors count cash receipts daily
13. (TCO D and TCO E) Please prepare the following journal entries. Indicate which account should be debited and which account should be credited, along with the dollar amount of the debit and credit.
a: Investors invest $100,000 in exchange for 10,000 shares of common stock.
b: Company paid a utility bill for $600.
c: Company received cash of $15,000 for services performed.
d: Company made payment on account for $1,000.
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Don’t try to change anyone and eight other
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development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
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tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
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Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about ...
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12. (TCOs B and E) The Caltor Company gathered the following conde.docx
12. (TCOs B and E) The Caltor Company gathered the following condensed data for the Year Ended December 31, 2010
Cost of goods sold = $ 710,000
Net sales
1,279,000
Administrative expenses
239,000
Interest expense
68,000
Dividends paid
38,000
Selling expenses
45,000
Instructions:
1: Prepare a multiple-step income statement for the year ended December 31, 2010.
2: Compute the profit margin ratio and gross profit rate. Caltor Company’s assets at the beginning of the year were $770,000 and were $830,000 at the end of the year. To qualify for full credit, you must state the formula you are using, show your computations, and explain your findings.
14. Your friend Dean has hired you to evaluate the following internal control procedures.
a: Explain to your friend whether each of the numbered items below is an internal control strength or weakness. You must also state which principle relates to each of the internal controls.
b: For the weaknesses, you also need to state a recommendation for improvement.
1: Bonding of the cashiers is not required because all of the cashiers have significant experience.
2: The treasurer is the only one allowed to sign checks.
3: All employees may operate cash registers.
4: Blank checks are stored in the safe.
5: Supervisors count cash receipts daily
13. (TCO D and TCO E) Please prepare the following journal entries. Indicate which account should be debited and which account should be credited, along with the dollar amount of the debit and credit.
a: Investors invest $100,000 in exchange for 10,000 shares of common stock.
b: Company paid a utility bill for $600.
c: Company received cash of $15,000 for services performed.
d: Company made payment on account for $1,000.
e: Company received $12,000 for services not yet performed. (Points : 30)
Alkhateeb 5
Muhannad Alkhateeb (MeMo)
Craig Dolce
Eng-1A
9 Apr 2014
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Human beings by nature are influenced by many things. This is important because it gives people a certain identity. Likewise, women and young girls are also influenced by many factors. This forms the basis of “Pink Think,” an article which explores how the behavior of women is influenced by various factors in their surroundings. The phrase Pink Think means “a set of ideas and attitudes about what constitutes proper female behavior” (Peril 281). Pink Think still exists in today’s society. Pink Think exists in behavior because women assume a standard character to which they all aspire. Also, it exists in activities in order to promote the concept of femininity. Moreover, Pink Think exists in products because women consider it a form of fashion as well as in institutions, so they can appear attractive. The existence of all these factors shows that Pink Think still exists in today’s society.
Pink Think is still thriving in today’s society. Women are still being viewed as silly, and they hardly receive the respect they deserve. Society has come a long way from what.
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Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about.
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about ...
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The current state of technology leaves a lot of people out - of innovation, education, the workforce, wealth and opportunity. This interactive workshop explores the current state for women and underrepresented minorities in tech, then delves into what each of us can do about it.
This workshop was given at Tech.co's Celebrate Tech Conference, and adapted from a talk I initially gave at AlterConf.
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Whether you are going to join a company as an employee or build a company, you are a startup in your own way. Everyone typically asks me, "Why are you an entrepreneur?", "Why do you move from research to business?", "How do you manage failure if things do not work out?" and "What have you learned from your startups and investments?". To make this talk simple, I share a few lessons particular managing failure in my own journey till now, and some lessons in working with people within the Southeast Asia entrepreneurial ecosystem. The talk is delivered on 19 Nov 2013 for RIE event @ Nanyang Polytechnic.
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Diversity & Inclusion Fatigue: Have we reached a brick wall?
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12. (TCOs B and E) The Caltor Company gathered the following conde.docx
12. (TCOs B and E) The Caltor Company gathered the following conde.docx
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Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight otherways to lead globa.docx
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Keep a Pulse: Turning Data into Relationship Insights and (Automated) Action
Sinéad Daly, Regional Manager for UK & Ireland, Bullhorn
- Are you working harder OR smarter? The technology and subsequent data at our fingertips creates boundless opportunities and valuable insights if harnessed properly
- However, with endless requests from clients, candidates, and internal employees, it’s difficult to slow down to evaluate, set strategy and execute. In this session
-We will share tips on leveraging the data from your ATS and CRM to drive (and potentially automate) activity to increase both efficiency and results.
Data Analytics in Today's War for Talent
Richard Turner , CEO, Innovantage
- The Key V’s of Data
- The Approach on Data Acquisition
- The Gen Z Expectation
Exceptional Talent
Matt Alder, Recruitment Marketing Expert and Author 'Exceptional Talent'
- Cutting through the noise to reach outstanding candidates
- Using technology to persuade at scale
- What does good look like and which organisations are getting it right
WHY – A Sense of Purpose and the Positive Impact That This Can Have on Perfor...
Derek May, CEO, Brightwork
- Why companies need to make sure their sense of purpose is clear and aligned with expectations of their staff
- It’s not all about KPI’s and hitting target but more about relationship building and solving client problems
- Passion and purpose are the key ingredients for long term success
Innovation Spotlight: The First Universal Solution for Hirers, Agencies, Wor...
Drey Francis, Director, Engage
The powerful new platform that’s changing the way hirers and recruitment agencies work. Engage enables the entire supply chain to work together seamlessly without duplication and inefficient process. Engage removes the need for multiple expensive back office solutions and instead replaces them with cutting edge technology that will streamline the entire recruitment process
Creating Value Beyond Recruitment
Russell Dalgleish, Managing Partner & Founder, Exolta Capital Partners
Creating value in our businesses is the core purpose. Placing candidates has traditionally been viewed as the way to achieve this but in this age of networks and communities there is much, much more we can do!
- Russell will cover some of these new value creation channels and share some of his experience of over twenty five years in the recruitment sector in the UK and US
Finding Your Fit: Using Company Culture to Hire the Right Talent
Lynn Cahillane, Marketing Manager, Totaljobs
- How to use company culture in your candidate attraction
- Learn why an employee’s cultural fit helps improve productivity
- Why company culture is key to retention
The New Talent Journey
09:15-09:35 The New Talent Journey
Matt Alder, Talent Acquisition & Innovation Consultant & Author 'Exceptional Talent, MetaShift'
- How the relationship between people and the organisations they work for has fundamentally changed
- What is a joined up "talent journey" and why is it important?
- Which Employers are doing great work in this area
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First Universal Solution for Hirers, Agencies, Workers and Payroll Companies
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- 1. Diversity & Inclusion: Are we having the wrong conversation? James Johnson Group CEO, Nicoll Curtin
- 2. l Be Outstanding l www.nicollcurtin.com l 2 2014
- 3. l Be Outstanding l www.nicollcurtin.com l 3 1. 30% female management target 2. 42% in 1 year 3. Recognition 4. Lots of mistakes learnings 5. Unexpected outcomes JOURNEY
- 4. l Be Outstanding l www.nicollcurtin.com l 4 1. Diversity is good 2. Lack of diversity is bad 3. Diversity isn’t a mix of Tottenham and Arsenal fans 4. Legal exposure DIVERSITY 101
- 5. l Be Outstanding l www.nicollcurtin.com l 5
- 6. 7 CONVERSATIONS 1. You “should” do this 2. Got to hire / promote second best 3. Women* are better than men* (*replace any characteristic with another) 4. My people are happy, don’t need to do anything 5. Everyone is welcome 6. “Logical” link with characteristics 7. This is a moral issue (not business) 6 l Be Outstanding l www.nicollcurtin.com l
- 7. l Be Outstanding l www.nicollcurtin.com l 7 “SHOULD”
- 8. l Be Outstanding l www.nicollcurtin.com l 8 SECOND BEST
- 9. l Be Outstanding l www.nicollcurtin.com l 9 POSITIVE DISCRIMINATION Women* are better than men* *replace with any characteristic of your choice
- 10. l Be Outstanding l www.nicollcurtin.com l 10 HAPPY PEOPLE
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- 15. l Be Outstanding l www.nicollcurtin.com l 15 SAVE YOUR CANARIES =