The document discusses Cassandra's struggles as a new leader in establishing relationships with employees, which has led to an unengaged and dissatisfied workforce. It recommends that Cassandra focus on building trust with employees as the foundation for effective teamwork, as trust promotes a culture of collaboration and problem-solving. Attending training to improve her soft skills could help Cassandra develop stronger relationships. The business will benefit if Cassandra and Susan prioritize positive relationships with team members and encourage motivation, as this will help exceed goals and expectations.
The Top Leadership Skills of Independent ConsultantsRoss Sanner
In today's consulting landscape, consultants are expected to wear multiple hats when they are addressing their clients' issues. With their knowledge, they also must possess leadership abilities to be able to guide business owners and their employees through each phase of a consulting project.
If I tell her something in confidence, she keeps it confiden-.docxsheronlewthwaite
“If I tell her something in confidence, she keeps it confiden-
tial.”
“When we disagree, she listens. She may not agree with me
in the end, but she listens. After she has made the decision, she
gets back to me to tell me what she agrees with and what she
doesn’t.”
“She looks out for everybody here. When someone needs
help, Tameka looks for ways to provide it.”
When I hear Paula talk, I think of so many other bosses I
know who dream of having the loyalty and commitment that
Tameka gets from Paula. The foundation of that loyalty and com-
mitment is trust.
Consider This
] Use a survey like the one below to determine the level of
trust within your own office.
1. My boss keeps promises and commitments.
Strongly agree Strongly disagree
5 4 3 2 1
2. Co-workers keep their promises and commitments.
Strongly agree Strongly disagree
5 4 3 2 1
3. My boss listens to me, even when he/she disagrees.
Strongly agree Strongly disagree
5 4 3 2 1
4. Co-workers listen to me, even when they disagree.
Strongly agree Strongly disagree
5 4 3 2 1
114 UNDERSTANDING THE DYNAMICS OF CONFLICT
American Management Association • www.amanet.org
5. My boss communicates with me openly and honestly
about significant information.
Strongly agree Strongly disagree
5 4 3 2 1
6. My co-workers communicate with me openly and
honestly about significant information.
Strongly agree Strongly disagree
5 4 3 2 1
7. My boss demonstrates confidence in my skills and
abilities.
Strongly agree Strongly disagree
5 4 3 2 1
8. My co-workers demonstrate confidence in my skills and
abilities.
Strongly agree Strongly disagree
5 4 3 2 1
9. In our office, we look for ways to work together
cooperatively.
Strongly agree Strongly disagree
5 4 3 2 1
The Dynamics of Trust
In the beginning of a working relationship, most of us give others the
benefit of the doubt. From there, trust builds slowly over time. For some
of us, trust is easily given. Others take much longer before they will trust
another.
We often think of trust as a savings account. Each time a commit-
ment is made and kept, each time a promise or a confidence is main-
tained, or each time information is passed on in a timely way, managers
are making deposits into the trust account. Each time a manager tips off
WHAT WE ARE ARGUING ABOUT MATTERS 115
American Management Association • www.amanet.org
an employee about a change that is coming, or gives staff credit for the
work that’s been done, or trusts someone to accomplish a task, the man-
ager adds to that account. The manager’s actions tell employees that the
boss is looking out for them, and that the boss values the work they do.
The manager confirms that this relationship and the staff’s contributions
to it matter.
Every manager will need to draw upon that savings account, at one
time or another. Inevitably, there are times when the manager will make
a mistake. If the account is strong, when there are fumbles there is that
buildup of trust to draw upon ...
The digital age has brought about a level of accessibility than ever before. People want leaders who can deliver balance between knowledge (the head) and wisdom (the heart). They want too follow leaders they can relate to and trust. Being a See-Through Leader means being a boss that is transparent, with no surprises.
The Top Leadership Skills of Independent ConsultantsRoss Sanner
In today's consulting landscape, consultants are expected to wear multiple hats when they are addressing their clients' issues. With their knowledge, they also must possess leadership abilities to be able to guide business owners and their employees through each phase of a consulting project.
If I tell her something in confidence, she keeps it confiden-.docxsheronlewthwaite
“If I tell her something in confidence, she keeps it confiden-
tial.”
“When we disagree, she listens. She may not agree with me
in the end, but she listens. After she has made the decision, she
gets back to me to tell me what she agrees with and what she
doesn’t.”
“She looks out for everybody here. When someone needs
help, Tameka looks for ways to provide it.”
When I hear Paula talk, I think of so many other bosses I
know who dream of having the loyalty and commitment that
Tameka gets from Paula. The foundation of that loyalty and com-
mitment is trust.
Consider This
] Use a survey like the one below to determine the level of
trust within your own office.
1. My boss keeps promises and commitments.
Strongly agree Strongly disagree
5 4 3 2 1
2. Co-workers keep their promises and commitments.
Strongly agree Strongly disagree
5 4 3 2 1
3. My boss listens to me, even when he/she disagrees.
Strongly agree Strongly disagree
5 4 3 2 1
4. Co-workers listen to me, even when they disagree.
Strongly agree Strongly disagree
5 4 3 2 1
114 UNDERSTANDING THE DYNAMICS OF CONFLICT
American Management Association • www.amanet.org
5. My boss communicates with me openly and honestly
about significant information.
Strongly agree Strongly disagree
5 4 3 2 1
6. My co-workers communicate with me openly and
honestly about significant information.
Strongly agree Strongly disagree
5 4 3 2 1
7. My boss demonstrates confidence in my skills and
abilities.
Strongly agree Strongly disagree
5 4 3 2 1
8. My co-workers demonstrate confidence in my skills and
abilities.
Strongly agree Strongly disagree
5 4 3 2 1
9. In our office, we look for ways to work together
cooperatively.
Strongly agree Strongly disagree
5 4 3 2 1
The Dynamics of Trust
In the beginning of a working relationship, most of us give others the
benefit of the doubt. From there, trust builds slowly over time. For some
of us, trust is easily given. Others take much longer before they will trust
another.
We often think of trust as a savings account. Each time a commit-
ment is made and kept, each time a promise or a confidence is main-
tained, or each time information is passed on in a timely way, managers
are making deposits into the trust account. Each time a manager tips off
WHAT WE ARE ARGUING ABOUT MATTERS 115
American Management Association • www.amanet.org
an employee about a change that is coming, or gives staff credit for the
work that’s been done, or trusts someone to accomplish a task, the man-
ager adds to that account. The manager’s actions tell employees that the
boss is looking out for them, and that the boss values the work they do.
The manager confirms that this relationship and the staff’s contributions
to it matter.
Every manager will need to draw upon that savings account, at one
time or another. Inevitably, there are times when the manager will make
a mistake. If the account is strong, when there are fumbles there is that
buildup of trust to draw upon ...
The digital age has brought about a level of accessibility than ever before. People want leaders who can deliver balance between knowledge (the head) and wisdom (the heart). They want too follow leaders they can relate to and trust. Being a See-Through Leader means being a boss that is transparent, with no surprises.
phase of Appreciative Inquiry, theyengage stakeholders in st.docxmattjtoni51554
phase of Appreciative Inquiry, they
engage stakeholders in structured con-
versations that reconnect them with
their positive core—success factors and
best practices that best explain how and
why they’ve been at their best.
This search for continuity—a collec-
tive articulation of strengths that must be
preserved—does four key things to ensure
a successful change effort:
1. It creates psychological safety. Ex-
pressing, in dialogue with others, those
things that have most contributed to
our success gives us a sense of belong-
ing and being respected. This makes
the work setting less threatening before
we engage in imagining the future.
2. It creates positive affect, which
stimulates a basic orientation toward
compassion and concern for the other.
Under conditions of positive emotional
arousal, people are more future-orient-
ed, open to change, and interested in
learning and development.
3. It uncovers a cooperative core of
practices and behaviors that can be used
for future collaborations. Best practices
are usually the result of collaborative
effort, and remind stakeholders of pos-
sibilities inherent in cooperation and col-
laboration. When two participants speak
to the same collaborative out-
comes in a sharing and listen-
ing exchange, they confirm
the efficacy of their abilities,
and begin to imagine greater
achievements because they
see other stakeholders as
more capable as well.
4. It creates a holding envi-
ronment that encourages
experimentation and further
exploration. Most resistance to change is
misread as disagreement with the pre-
ferred solution or as ignorance. It comes
from fear of the unknown or a feeling of
disruption. Reconnecting with strengths
that provide continuity gives people
renewed confidence and stability from
which they can embrace uncertainty.
When people search together for
continuity, awareness of the whole sys-
tem is enhanced. Concern for me gives
way to a genuine interest in we.
So, begin a change process by asking:
What is not going to change? Search for
what gives continuity and life to the
organization when it is at its very best
in order to create positive dialogue, and
collaborative connections to better imag-
ine future possibilities and co-create
changes to enact the preferred future. LE
Ronald Fry is Chair and Professor of Organizational Behavior
at Weatherhead Executive Education. Visit www.Case.edu.
ACTION: Lead change by managing continuity.
Managing Continuity
IS YOUR TEAM ONE BIGhappy family? Or
maybe you take pride in
being a lean, mean, fightin’ machine.
These familiar metaphors are used in
casual conversation every day to
describe business teams. But metaphors
are more than mere figures of speech.
When understood properly, they are
powerful tools for leading teams.
A metaphor is the substitution of one
word or idea for another. Business com-
petition, for example, is a battleground or
an arena. The substitution describes
vividly and concisely the essential qual-
ities of a thi.
Five Ways Effective Leadership Begins From Within.pdfPinta Partners
In the post, several key qualities are identified that shape an effective, well-rounded leader for any organization; focusing on the importance of a leader’s positive attitude and growth mindset so they are always working toward their business’s goals and mission.
Read more on: https://joel-landau.com/five-ways-effective-leadership-begins-from-within/
Leadership Advice for Women in Leadership RolesLucas Group
Do women and men lead differently? The answer is an unequivocal “yes”, according to Sharon Hadary, the founding executive director of the Center for Women's Business Research and Laura Henderson, the founder of Prospect Associates, a $20-million health communications and biomedical research firm. For more than two decades, Hadary and Henderson have conducted research into how women lead to understand and how women leadership skills position top-achieving women for success.
DQ4-1 Responses Trust is the most important element in any rel.docxmadlynplamondon
DQ4-1 Responses
Trust is the most important element in any relationship. Without trust, misunderstandings, clashes and conflicts are bound to happen which can affect any relationship whether it is personal or professional. In an organization, trust is one of the most valued elements which can be used to gain follower ship and support of the workforce. A positive example is when a manager trusts his employee to lead a project, it will automatically motivate the employee to work harder and to prove himself trustworthy to the manager. This would not only help in bringing down the employee turnover rate but will help in improving the efficiency and productivity of the workforce. On the contrary, when employees feel that they are not being trusted with leading jobs, they will feel unmotivated which might affect their performance and the overall productivity in the organization.
Yvette
https://smallbusiness.chron.com/effective-communication-organization-1400.html
2.
Re: Topic 4 DQ 1
Trust is the most important element in any relationship. Without trust, misunderstandings, clashes and conflicts are bound to happen which can affect any relationship whether it is personal or professional. In an organization, trust is one of the most valued elements which can be used to gain follower ship and support of the workforce. A positive example is when a manager trusts his employee to lead a project, it will automatically motivate the employee to work harder and to prove himself trustworthy to the manager. This would not only help in bringing down the employee turnover rate but will help in improving the efficiency and productivity of the workforce. On the contrary, when employees feel that they are not being trusted with leading jobs, they will feel unmotivated which might affect their performance and the overall productivity in the organization.
Yvette
https://smallbusiness.chron.com/effective-communication-organization-1400.html
3.
n business , organizations need to have a good relationship with each other in order to have a successful partnership; one of the main factors of a good relationship is trust. According to Piricz, (2018) trust is so important because it can be used as a marker of the satisfaction an organization has with another or even their displeasure.
Trust decides how frequently groups work together and the value placed on each transaction in a business perspective. In the example of nonprofits, an annual partnership of five years and successful events working towards the same goal, has a higher level of trust than a first-time partnership with mixed results. Should both organizations ask the partnering organization to collaborate on a project, that business would choose the one of five years over the one-time partnership, (Piricz, 2018).
Trust on a personal level between the people in an organization and working with other organizations assists in negotiating terms, conditions, and limits. A trusted leader can inspire more follower ...
Trust is recognized as an important factor that mediates many aspects of human behavior (Camerer, 2003). Definitions of trust vary but a widely accepted one is that it is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another. Therefore, a person (the trustor) who depends on someone else (the trustee) expects to reduce the likelihood or size of a negative outcome in some situation, such as when that dependence is misplaced, the expected value of the outcome is lower.
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
phase of Appreciative Inquiry, theyengage stakeholders in st.docxmattjtoni51554
phase of Appreciative Inquiry, they
engage stakeholders in structured con-
versations that reconnect them with
their positive core—success factors and
best practices that best explain how and
why they’ve been at their best.
This search for continuity—a collec-
tive articulation of strengths that must be
preserved—does four key things to ensure
a successful change effort:
1. It creates psychological safety. Ex-
pressing, in dialogue with others, those
things that have most contributed to
our success gives us a sense of belong-
ing and being respected. This makes
the work setting less threatening before
we engage in imagining the future.
2. It creates positive affect, which
stimulates a basic orientation toward
compassion and concern for the other.
Under conditions of positive emotional
arousal, people are more future-orient-
ed, open to change, and interested in
learning and development.
3. It uncovers a cooperative core of
practices and behaviors that can be used
for future collaborations. Best practices
are usually the result of collaborative
effort, and remind stakeholders of pos-
sibilities inherent in cooperation and col-
laboration. When two participants speak
to the same collaborative out-
comes in a sharing and listen-
ing exchange, they confirm
the efficacy of their abilities,
and begin to imagine greater
achievements because they
see other stakeholders as
more capable as well.
4. It creates a holding envi-
ronment that encourages
experimentation and further
exploration. Most resistance to change is
misread as disagreement with the pre-
ferred solution or as ignorance. It comes
from fear of the unknown or a feeling of
disruption. Reconnecting with strengths
that provide continuity gives people
renewed confidence and stability from
which they can embrace uncertainty.
When people search together for
continuity, awareness of the whole sys-
tem is enhanced. Concern for me gives
way to a genuine interest in we.
So, begin a change process by asking:
What is not going to change? Search for
what gives continuity and life to the
organization when it is at its very best
in order to create positive dialogue, and
collaborative connections to better imag-
ine future possibilities and co-create
changes to enact the preferred future. LE
Ronald Fry is Chair and Professor of Organizational Behavior
at Weatherhead Executive Education. Visit www.Case.edu.
ACTION: Lead change by managing continuity.
Managing Continuity
IS YOUR TEAM ONE BIGhappy family? Or
maybe you take pride in
being a lean, mean, fightin’ machine.
These familiar metaphors are used in
casual conversation every day to
describe business teams. But metaphors
are more than mere figures of speech.
When understood properly, they are
powerful tools for leading teams.
A metaphor is the substitution of one
word or idea for another. Business com-
petition, for example, is a battleground or
an arena. The substitution describes
vividly and concisely the essential qual-
ities of a thi.
Five Ways Effective Leadership Begins From Within.pdfPinta Partners
In the post, several key qualities are identified that shape an effective, well-rounded leader for any organization; focusing on the importance of a leader’s positive attitude and growth mindset so they are always working toward their business’s goals and mission.
Read more on: https://joel-landau.com/five-ways-effective-leadership-begins-from-within/
Leadership Advice for Women in Leadership RolesLucas Group
Do women and men lead differently? The answer is an unequivocal “yes”, according to Sharon Hadary, the founding executive director of the Center for Women's Business Research and Laura Henderson, the founder of Prospect Associates, a $20-million health communications and biomedical research firm. For more than two decades, Hadary and Henderson have conducted research into how women lead to understand and how women leadership skills position top-achieving women for success.
DQ4-1 Responses Trust is the most important element in any rel.docxmadlynplamondon
DQ4-1 Responses
Trust is the most important element in any relationship. Without trust, misunderstandings, clashes and conflicts are bound to happen which can affect any relationship whether it is personal or professional. In an organization, trust is one of the most valued elements which can be used to gain follower ship and support of the workforce. A positive example is when a manager trusts his employee to lead a project, it will automatically motivate the employee to work harder and to prove himself trustworthy to the manager. This would not only help in bringing down the employee turnover rate but will help in improving the efficiency and productivity of the workforce. On the contrary, when employees feel that they are not being trusted with leading jobs, they will feel unmotivated which might affect their performance and the overall productivity in the organization.
Yvette
https://smallbusiness.chron.com/effective-communication-organization-1400.html
2.
Re: Topic 4 DQ 1
Trust is the most important element in any relationship. Without trust, misunderstandings, clashes and conflicts are bound to happen which can affect any relationship whether it is personal or professional. In an organization, trust is one of the most valued elements which can be used to gain follower ship and support of the workforce. A positive example is when a manager trusts his employee to lead a project, it will automatically motivate the employee to work harder and to prove himself trustworthy to the manager. This would not only help in bringing down the employee turnover rate but will help in improving the efficiency and productivity of the workforce. On the contrary, when employees feel that they are not being trusted with leading jobs, they will feel unmotivated which might affect their performance and the overall productivity in the organization.
Yvette
https://smallbusiness.chron.com/effective-communication-organization-1400.html
3.
n business , organizations need to have a good relationship with each other in order to have a successful partnership; one of the main factors of a good relationship is trust. According to Piricz, (2018) trust is so important because it can be used as a marker of the satisfaction an organization has with another or even their displeasure.
Trust decides how frequently groups work together and the value placed on each transaction in a business perspective. In the example of nonprofits, an annual partnership of five years and successful events working towards the same goal, has a higher level of trust than a first-time partnership with mixed results. Should both organizations ask the partnering organization to collaborate on a project, that business would choose the one of five years over the one-time partnership, (Piricz, 2018).
Trust on a personal level between the people in an organization and working with other organizations assists in negotiating terms, conditions, and limits. A trusted leader can inspire more follower ...
Trust is recognized as an important factor that mediates many aspects of human behavior (Camerer, 2003). Definitions of trust vary but a widely accepted one is that it is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another. Therefore, a person (the trustor) who depends on someone else (the trustee) expects to reduce the likelihood or size of a negative outcome in some situation, such as when that dependence is misplaced, the expected value of the outcome is lower.
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Chapter 3 - Islamic Banking Products and Services.pptx
Increasing a size will also alter its.pdf
1. Increasing a business's size will also alter its organizational...
Increasing a business's size will also alter its organizational structure. As a business owner,
Susan is entitled to be concerned about Cassandra's leadership abilities due to her recent
struggle with establishing relationships with employees, which led to unengaged,
dissatisfied, and unmotivated employees. According to Lencioni, effective teams
demonstrate five behaviors: Trust, Conflict, Commitment, Accountability, and Results.
According to the pyramid model, the foundation of the pyramid is trust. In order for
Cassandra to be a good leader and build relationships with her employees, I believe she
must have a trusting relationship with them and be able to establish that trust. Teamwork
and respect are fostered by trust. Moreover, it promotes a culture of teamwork and helps
solve problems more effectively. In order to ensure the success of the team, Cassandra's role
as a mentor and leader is vital, and all team members need to feel confident in sharing
information and ideas with her. There will be disagreements, but they will be resolved
immediately since trust makes them constructive. Following this, they will emphasize
accountability in their actions and decisions and commitment to the organization.
Furthermore, as for Cassandra, Susan may allow her to attend training to improve her soft
skills and relationships with her colleagues. Although she's good at Sales, she puts pressure
on her team members who feel replaceable and pressed to perform. Cassandra and Susan
should prioritize having a good working relationship with their team members. They will go
beyond goals, and exceed expectations if they encourage positive and motivating
relationships within the organization.
Sources:
https://www.discprofile.com/fac-sup/fac-
tips/model#:~:text=The%20five%20behaviors%20Lencioni%20identified,previous%20an
d%20supports%20the%20others.
https://www.linkedin.com/learning/leading-through-relationships/lead-your-way-to-
greater-
impact?autoplay=true&contextUrn=urn%3Ali%3AlearningCollection%3A6711126567738
851328&u=2245281
WHAT CAN YOU DISCUSS REGARDING ABOVE STATEMENTS?
