Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
Women in Leadership (Comprehensive) PowerPoint Presentation 164 slides with ...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Definition/s of leadership
• Learning objectives of this presentation
• Female leaders (6 slides)
• Six weapons of influence for persuasion (17 slides)
• Planning big vs. planning small (7 slides)
• Balancing relationship-building with doing the job (14 slides)
• The pros and cons of asking for help vs. working alone (5 slides)
• Teamwork vs. individual strength (7 slides)
• Speaking up (9 slides)
• Confidence (13 slides)
• Negotiating for and promoting oneself (14 slides)
• Delegation (5 slides)
• Networking (11 slides)
• Benefits of having a mentor (15 slides)
• Telling vs. asking (4 slides)
• A summary of what was learned
• Examples of women in leadership
• 12 action steps and much more
Women in Leadership (Comprehensive) PowerPoint Presentation 164 slides with ...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Definition/s of leadership
• Learning objectives of this presentation
• Female leaders (6 slides)
• Six weapons of influence for persuasion (17 slides)
• Planning big vs. planning small (7 slides)
• Balancing relationship-building with doing the job (14 slides)
• The pros and cons of asking for help vs. working alone (5 slides)
• Teamwork vs. individual strength (7 slides)
• Speaking up (9 slides)
• Confidence (13 slides)
• Negotiating for and promoting oneself (14 slides)
• Delegation (5 slides)
• Networking (11 slides)
• Benefits of having a mentor (15 slides)
• Telling vs. asking (4 slides)
• A summary of what was learned
• Examples of women in leadership
• 12 action steps and much more
LHBS constantly collects signs of changing behavior in culture, markets, and technology. One of the key demographics involved in these changes is young women.
Through researching what is driving values and decisions– and therefore needs– of young women today, some of the most significant factors at play are perhaps found in their prevailing attitudes towards work and career.
We would like to share some of our research into the work and career of young women, which explores several important trends and trajectories of this important demographic, and offers some of the implications for businesses looking to establish a working environment where young women feel not only valued, but also positively challenged.
Being a female engineering leader means dealing with a host of interesting challenges, some good, some bad, and some ugly. I share experiences of female engineering leaders and provide a picture about what our daily life looks like. One of my goals is to give the “inside story” to men so they can better understand and provide the right kind of mentorship. Another goal is to give women with leadership ambitions a better understanding of the job.
I cover some of the bad news—how small the percentage of women leaders is, how difficult it is to hire women leaders, and how many women shy away from leadership positions in tech. I also touch on the ugly—the “war stories” of being a female leader, from thinly veiled innuendo to incredulity about our job titles (thankfully neither from colleagues)—before focusing on the good—why I and others have aspired to become engineering leaders and what we love about a job that allows us to build great technology, work with great people, and help people develop their careers. I emphasize the importance of both female and male mentors as well as the importance of working against conscious and unconscious bias, and I conclude by looking ahead to the future, offering some concrete lessons to take away.
The Double Bind Dilemma For Women In Leadership Damned If You Do, Doomed If Y...Vered Neta
As a woman in business, I know the difficult tight rope that we walk every day between being too nice and too pushy.
Catalyst did a fascinating study called “The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t “.
It highlights some of the difficulties that women have in the workplace getting taken seriously. If we come across too strong or too “pushy”, then we’re labeled as “witchy”. If we act too nice, then people think we don’t have what it takes to make tough decisions. It’s very difficult to get it just right. And that puts even more pressure on women at work.
PPT ON WOMEN EMPOWERMENT, empowerment,india, ppt on women empowerment,women,women empowerment,rights, women rights, powerpoint presentation on women empowerment, women empowerment in India, government policies on women empowerment
This presentation offers a comprehensive review of the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
LHBS constantly collects signs of changing behavior in culture, markets, and technology. One of the key demographics involved in these changes is young women.
Through researching what is driving values and decisions– and therefore needs– of young women today, some of the most significant factors at play are perhaps found in their prevailing attitudes towards work and career.
We would like to share some of our research into the work and career of young women, which explores several important trends and trajectories of this important demographic, and offers some of the implications for businesses looking to establish a working environment where young women feel not only valued, but also positively challenged.
Being a female engineering leader means dealing with a host of interesting challenges, some good, some bad, and some ugly. I share experiences of female engineering leaders and provide a picture about what our daily life looks like. One of my goals is to give the “inside story” to men so they can better understand and provide the right kind of mentorship. Another goal is to give women with leadership ambitions a better understanding of the job.
I cover some of the bad news—how small the percentage of women leaders is, how difficult it is to hire women leaders, and how many women shy away from leadership positions in tech. I also touch on the ugly—the “war stories” of being a female leader, from thinly veiled innuendo to incredulity about our job titles (thankfully neither from colleagues)—before focusing on the good—why I and others have aspired to become engineering leaders and what we love about a job that allows us to build great technology, work with great people, and help people develop their careers. I emphasize the importance of both female and male mentors as well as the importance of working against conscious and unconscious bias, and I conclude by looking ahead to the future, offering some concrete lessons to take away.
The Double Bind Dilemma For Women In Leadership Damned If You Do, Doomed If Y...Vered Neta
As a woman in business, I know the difficult tight rope that we walk every day between being too nice and too pushy.
Catalyst did a fascinating study called “The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t “.
It highlights some of the difficulties that women have in the workplace getting taken seriously. If we come across too strong or too “pushy”, then we’re labeled as “witchy”. If we act too nice, then people think we don’t have what it takes to make tough decisions. It’s very difficult to get it just right. And that puts even more pressure on women at work.
PPT ON WOMEN EMPOWERMENT, empowerment,india, ppt on women empowerment,women,women empowerment,rights, women rights, powerpoint presentation on women empowerment, women empowerment in India, government policies on women empowerment
This presentation offers a comprehensive review of the 2017 Women in the Workplace report by McKinsey & Company and LeanIn.org with solutions companies can take to foster gender equality.
https://womenintheworkplace.com/
A sample of 15 of 200 leadership slides in my full set.
Go to my website www.andrewgibbons.co.uk for hundreds of free downloads and to access all 6000 slides in 18 sets including customer service; mentoring; change; performance management, and coaching.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
For them,who studying management studies...........and try to make a good impression on their teachers..........So give this ppt to ur class n see,what they'll think about you.....Dis is my 1st ppt in my life n dis really helps me to improve my personality development................!!!!
Gender Differences in Leadership And Their Impact; 4 Best Points | The Entrep...TheEntrepreneurRevie
Here are 4 Points of Gender Differences in Leadership And Their Impact; 1. Introduction, 2. Leadership: a Definitive Definition, 3. Variations in Leadership Styles Among Men and Women
Respond to discusson questions belowRead your peers’ answers.Pr.docxkhanpaulita
Respond to discusson questions below:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Discussion Question #1
Identify three (3) possible dissertation research topics related to organizational leadership. Make sure your topics are current and relevant to the field.
1.
How does leadership style of principals affects teacher and student performance?
2.
Leadership traits and beliefs. How does personality types, spiritual beliefs and gender how it boosts or weakens their leadership
3.
Leadership Organizational innovativeness when it comes to non-profit organizations. How to keep volunteers inspired?
Discuss some of the leadership problems or opportunities that each of these three studies addresses.
Leadership issues that arise in schools are many across the board; from student bullying teachers, to academic failure and at risk youth alternative school retention. Principals leadership affect subordinate’s teachers and students alike.
As school leaders, principals can influence student achievement in several ways, such as hiring and firing of teachers, monitoring instruction and maintaining student discipline, among many others. When leadership influence is not positive but seen in a negative way what are the effects on subordinates?
Serving others comes from a form of servitude and passion for a cause. Robert Greenleaf states, “The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Spears,2005).
Non-profit organizations volunteers can be tough to maintain. Leadership in non-profit organizations must continually inspire their workers with a passionate and charismatic approach. Some can be dedicated to the cause but not the organization, needing tangible evidence of the changes they are making in the lives of others. Volunteer do not depend on the organization for steady income. Innovative ideas to keep the passionate for the cause and offer other incentives are important. Non -Profit leaders face various hurdles. Financial hurdles, Operational effectiveness, competition of resources and grants to help fund the organization. Are servant leader the best leadership model for non-profit organizations? (Parris & Peachey, 2013).
Some religious doctrin ...
First person discussion What do diverse leaders bring to.docxclydes2
First person discussion
What do diverse leaders bring to an organization? Discuss the benefits and costs of lived experiences associated with sexism and racism faced by women and racial/ethnic minority leaders. How might this influence their exercise of leadership?
Diverse leaders bring diverse voices to an organization. By having diverse leadership available and accessible to the diverse workforce, people for better represented and protected in the workplace. The lived experiences of women and minorities often push them to be more inclusive in their leadership styles because they know what it means to be received with bias and stereotypes. However, there are also costs to diverse leaders. They will often find themselves second-guessing their decisions, wondering if they will be taken seriously due to their own differences. There is also the feeling that evolves that a certain diversity is required for public image, and hiring takes place without thinking of who is actually best for the role from a career aspect, but instead from a diverse aspect. This happened to me when I worked under another female white CEO.
Long story short, the CEO felt only a gay male could lead in a certain role, no questions asked, barring any of the team from promotion. This was due to her being pressured by outside forces that already disagreed with her leading a gay organization, even though the doors of that organization would have 100% closed had she not saved it from disastrous prior leadership. Not to mention the fact that she had been an advocate and leader in the HIV world for over 20 years, saving countless lives. No one seemed to care, all they saw was her gender and orientation. Her life experience as a woman who was receiving prejudice from many in the community controlled her decisions, causing vital staff to quit because she basically told them because of their gender and orientation, they had no room for growth in the organization.
The pressures of life experiences can and will drive people to do things that may ultimately tear themselves down as leaders if they are not careful. We as leaders need to understand how to properly manage and respect our diverse workforces needs and recognize when we are allowing outside expectations and sexist/racist influences drive us to make decisions we regret later.
Is there a feminine advantage? Do women leaders have innate abilities to connect that give them an advantage in transformational and collaborative leadership styles?
According to Chin & Trimble (2015), women tend to be more personable and caring. They are more invested in their staff, warm, and approachable. They are more participative, though there is the belief that this is what is required of them because if they are too assertive like their male counterparts they receive more resistance (Chin & Trimble, 2015). There is certainly an advantage for women when it comes to transformational leadership and collaborative approaches in their leaders.
First person discussion What do diverse leaders bring toshantayjewison
First person discussion
What do diverse leaders bring to an organization? Discuss the benefits and costs of lived experiences associated with sexism and racism faced by women and racial/ethnic minority leaders. How might this influence their exercise of leadership?
Diverse leaders bring diverse voices to an organization. By having diverse leadership available and accessible to the diverse workforce, people for better represented and protected in the workplace. The lived experiences of women and minorities often push them to be more inclusive in their leadership styles because they know what it means to be received with bias and stereotypes. However, there are also costs to diverse leaders. They will often find themselves second-guessing their decisions, wondering if they will be taken seriously due to their own differences. There is also the feeling that evolves that a certain diversity is required for public image, and hiring takes place without thinking of who is actually best for the role from a career aspect, but instead from a diverse aspect. This happened to me when I worked under another female white CEO.
Long story short, the CEO felt only a gay male could lead in a certain role, no questions asked, barring any of the team from promotion. This was due to her being pressured by outside forces that already disagreed with her leading a gay organization, even though the doors of that organization would have 100% closed had she not saved it from disastrous prior leadership. Not to mention the fact that she had been an advocate and leader in the HIV world for over 20 years, saving countless lives. No one seemed to care, all they saw was her gender and orientation. Her life experience as a woman who was receiving prejudice from many in the community controlled her decisions, causing vital staff to quit because she basically told them because of their gender and orientation, they had no room for growth in the organization.
The pressures of life experiences can and will drive people to do things that may ultimately tear themselves down as leaders if they are not careful. We as leaders need to understand how to properly manage and respect our diverse workforces needs and recognize when we are allowing outside expectations and sexist/racist influences drive us to make decisions we regret later.
Is there a feminine advantage? Do women leaders have innate abilities to connect that give them an advantage in transformational and collaborative leadership styles?
According to Chin & Trimble (2015), women tend to be more personable and caring. They are more invested in their staff, warm, and approachable. They are more participative, though there is the belief that this is what is required of them because if they are too assertive like their male counterparts they receive more resistance (Chin & Trimble, 2015). There is certainly an advantage for women when it comes to transformational leadership and collaborative approaches in their leaders ...
TRAIT THEORIES Throughout history, strong leaders—Buddha, Napoléon.docxturveycharlyn
TRAIT THEORIES Throughout history, strong leaders—Buddha, Napoléon, Mao, Churchill, Roosevelt, Reagan—have been described in terms of their traits. Trait theories of leadership thus focus on personal qualities and characteristics. We recognize leaders like South Africa’s Nelson Mandela, Virgin Group CEO Richard Branson, Apple co-founder Steve Jobs, and American Express Chairman Ken Chenault as charismatic, enthusiastic, and courageous. The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research. Early research efforts to isolate leadership traits resulted in a number of dead ends. A review in the late 1960s of 20 different studies identified nearly 80 leadership traits, but only five were common to four or more of the investigations. By the 1990s, after numerous studies and analyses, about the best we could say was that most leaders “are not like other people,” but the particular traits that characterized them varied a great deal from review to review. It was a confusing state of affairs. A breakthrough, of sorts, came when researchers began organizing traits around the Big Five personality (ambition and energy are part of extraversion, for instance), giving strong support to traits as predictors of leadership. A comprehensive review of the leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders, but it is more strongly related to the way leaders emerge than to their effectiveness. Sociable and dominant people are more likely to assert themselves in group situations, but leaders need to make sure they’re not too assertive—one study found leaders who scored very high on assertiveness were less effective than those who scored moderately high. Unlike agreeableness and emotional stability, conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion. Overall, the trait approach does have something to offer. Leaders who like being around people and are able to assert themselves (extraverted), who are disciplined and able to keep commitments they make (conscientious), and who are creative and flexible (open) do have an apparent advantage when it comes to leadership, suggesting good leaders do have key traits in common. One reason is that conscientiousness and extraversion are positively related to leaders’ self-efficacy, which explained most of the variance in subordinates’ ratings of leader performance.5 People are more likely to follow someone who is confident she’s going in the right direction. Another trait that may indicate effective leadership is emotional intelligence (EI), discussed in Chapter 4. Advocates of EI argue that without it, a person can have outstanding training, a highly analytical mind, a compelling vision, and an endless supply of terrific ideas but still not make a ...
The research and practice of leadership focuses on the leader while .docxteresehearn
The research and practice of leadership focuses on the leader while the role of the follower is often neglected.
1. Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
2. How might you best assess follower perceptions of your leadership style?
3. What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
4. Why do you believe this assessment method to be the best option?
Week Four Lecture
Leadership Pipeline
According to Bennis (1989), leaders are made, not born, and "made more by themselves than by any external means" (p. 5). By following leaders at the top of their organizations, Bennis found that "such people have no interest in proving themselves, but an abiding interest in expressing themselves. The difference is crucial, for it's the difference between being driven and leading" (p. 5). With Bennis's work, the age of interviewing top leaders to gain access to how they do their work came into its own.
Charan, Drotter, and Noel's (2001) work supports the idea that a leadership base among its employees will help the organization make its selections to critical executive leadership positions, even in a large, decentralized organization. Their hierarchy is pictured by a pipeline bent in six places, each being a rise in leadership function. At the bottom, the leaders begin with managing self, then managing others, managing managers, managing functions, managing a business, a business group, and ending at managing an enterprise.
The model recognizes several potential leader failures: failing to seek or listen to feedback, identification of failures, leaving the wrong person in the job too long, poor job definition, and selecting the wrong person for the job. Organizations that do not grow their own managers tend not to know their people well enough to understand what risks they are taking when they hire or promote someone, so using a pipeline model would reduce risk in an already volatile environment. One of Northouse's (2007) criticisms of trait theory is that it fails the utility test for leadership training and development. Growing leaders from inside the organization makes sense because it reduces risk for the organization and still allows for application of trait theory in selection of leaders and skill theory in leader development programs.
Followership
Traditional trait and behavior theories assume that a leader adopts a general leadership style that is used with all group members. A more recent approach to leadership behavior research, known as individualized leadership, looks at a specific relationship between leader and each individual member (Yammarino & Dansereau, 2002). Individualized leadership is based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves for the member and how the member res ...
Running head STYLES OF LEADERSHIP5Styles of Leadership .docxtoltonkendal
Running head: STYLES OF LEADERSHIP
5
Styles of Leadership and Your Organization
Teneka Oliver
Organizational Behavior (MGMT601)
17 December 2017
General John J. Pershing once said, “A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops.” As a leader, personal accountability is the standard. A quality many never seemed to care about. Those that have been led define a leaders true competency. If they fail, it is because the leader has failed them.
In the military, competency is usually in the eye of the beholder; commonly referred to as leadership. Their assessment comes in the form of an appraisals, non-commission officer evaluation reports or officer evaluations that amasses everything accomplished in one year. Generally, throughout that year feedback is giving. All too often that is not the case. More times than not, individuals are left to write their own evaluation. There is no more daunting a task than having to rate your ability as a leader. The last thing an individual wants to do is place his or herself so high that others despise them, yet not under sell their own ability to lead others.
This, coupled with organization goals, values and mission, has the potential for several pitfalls. A true leader sees and seizes this as an opportunity. A chance too not only sharpen and hone their own leadership style, but perhaps try their hand at various others. An organization, in its simplest definition, is a group of people with a particular purpose. The military is nothing more than a group of people with the simple purpose of neutralizing the enemy. A task that the U.S. government exiles at. This task can not be carried out to its fullest without someone at the helm leading.
It takes a skilled individual, with unique qualities and abilities to bring a group of people with various backgrounds from different walks of life together on accord. One type of leadership style may work for one, where as it may not work for another. Something to always consider; all the while keeping in line with the organizations mission statement, vision and goals.
There are organization that you will see how differently leaders will manage. Some leadership styles may be more aggressive, calm, and even nonchalant. There are several different forms of leadership styles that can help strengthen your organization or either weaken it. Some leaders are likely to use just one specific style to establish a solid foundation. However, to be a successful people will to understand their leadership style and how it can possibly impact on their organization.
The problem with some leaders is that they assume that leadership style is based off personality instead of using a strategy that will address that situation. The ideal is being able to identify your style and make any adjustments that will be most beneficial for the organization. There is a saying, “Leadership is not just some ...
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.