The document discusses how shared vision impacts family business performance and daughter succession. It defines shared vision and contrasts it with "ought" vision. Research found that shared vision positively impacts firm financial performance and is a key factor in daughters becoming successors. When daughters develop a vision for the future of the business that is recognized and shared by their fathers, succession is more likely. Positive emotional attractors are important for building a sustainable shared vision that inspires others.
What are your mindsets and capabilities for growth in a disruptive VUCA world?Janet Sernack
Seeking fresh, proactive & innovative ways of adapting & growing our organisations, whilst simultaneously focussing on sustaining our businesses as usual, innovating for tomorrow, and cultivating foresight for the future by developing your growth mindsets and capabilities to grow through disruption.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
4 Reasons CEOs Struggle to Align Employee Goals to Corporate StrategyKhorus
As CEO, your job is to ensure your company is profitable. If your employees aren’t sure how their job contributes to that purpose, you might be fighting an uphill battle. Getting your employees on the same page with the executive team starts with recognizing where the breakdown is occurring. As they say, the first step to recovery is admitting there is a problem.
One of the most revealing metrics in determining if your employees understand their purpose is if they can answer the simple question, “What is it you do every day and how does that affect why we exist?” If not, it’s likely due to a lack of communication from the top down – that means you. This eBook can serve as a wakeup call for any CEO wondering how they can get the most out of their employees and ensure everyone is working towards the corporate vision.
A roadmap to understanding the fundamental concepts of corporate governance based on theory, empirical research, and data. This guide takes an in-depth look at CEO succession planning.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
What are your mindsets and capabilities for growth in a disruptive VUCA world?Janet Sernack
Seeking fresh, proactive & innovative ways of adapting & growing our organisations, whilst simultaneously focussing on sustaining our businesses as usual, innovating for tomorrow, and cultivating foresight for the future by developing your growth mindsets and capabilities to grow through disruption.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
4 Reasons CEOs Struggle to Align Employee Goals to Corporate StrategyKhorus
As CEO, your job is to ensure your company is profitable. If your employees aren’t sure how their job contributes to that purpose, you might be fighting an uphill battle. Getting your employees on the same page with the executive team starts with recognizing where the breakdown is occurring. As they say, the first step to recovery is admitting there is a problem.
One of the most revealing metrics in determining if your employees understand their purpose is if they can answer the simple question, “What is it you do every day and how does that affect why we exist?” If not, it’s likely due to a lack of communication from the top down – that means you. This eBook can serve as a wakeup call for any CEO wondering how they can get the most out of their employees and ensure everyone is working towards the corporate vision.
A roadmap to understanding the fundamental concepts of corporate governance based on theory, empirical research, and data. This guide takes an in-depth look at CEO succession planning.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
Engagement in your company is a sorrow?
Therefore people under perform and relationships are damaged or is it the other way around?
If you would like to add a really practical tool on leveraging on engagement, you could use the x-model of BlessingWhite that helps you assess and work out the right strategies to level up engagement.
If you think my experience with this could help you, please contact me!
Internal Success Factors for Digital Content MarketingIsabel Kaiser
Above-the-line advertising is on the decline while digital content marketing is on everyone's lips. But what exactly is it, how is it done and most importantly: Which internal factors contribute to the success of digital content marketing and what are the significant differences between highly successful and less successful companies in digital content marketing?
This presentation summarises the findings of the author’s master‘s thesis prepared at FOM University of Applied Sciences for Economics and Management, Munich.
THE INFLUENCE OF LEADERSHIP ROLES AND TEAM BUILDING & PARTICIPATION ON TEAM S...Fung Ping
Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognize the importance and benefits of project teams. One of the outcomes working in a project team is the proliferation of Team Shared Mental Models (TSMM). It is critical to examine the antecedents of TSMM which is the aim of this study as TSMM by itself can contribute to project team learning and others. However, it is unclear from literature whether both leadership roles and team building & participation can influence TSMM concurrently especially in a project setting study whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This has developed a research model underpinned on Cohen and Bailey’s (1997) Team Effectiveness Framework to empirically analyze how leadership roles and team building & participation can predict TSMM. Cross sectional quantitative research with online survey method was used in this study. Partial Least Squares (PLS) were employed whereby SmartPLS v2 was used to perform path analysis. Based on 201 random sample responses from project managers in Malaysia, findings suggest that leadership roles can influence TSMM indirectly via team building & participation. Knowledge contribution of this study is that project managers should invest extra efforts in team building & participation as it is the main contributor to TSMM. Activities of team building & participation can increase interactions among team members which can help generate more TSMM in order to improve project team learning. Discussion, conclusion and limitations are also included in this article.
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
The difference between great and brilliant leaders is the ability to influence. Here are 20 ways to boost your leadership influence and power through leveraging leadership trust.
Engagement in your company is a sorrow?
Therefore people under perform and relationships are damaged or is it the other way around?
If you would like to add a really practical tool on leveraging on engagement, you could use the x-model of BlessingWhite that helps you assess and work out the right strategies to level up engagement.
If you think my experience with this could help you, please contact me!
Internal Success Factors for Digital Content MarketingIsabel Kaiser
Above-the-line advertising is on the decline while digital content marketing is on everyone's lips. But what exactly is it, how is it done and most importantly: Which internal factors contribute to the success of digital content marketing and what are the significant differences between highly successful and less successful companies in digital content marketing?
This presentation summarises the findings of the author’s master‘s thesis prepared at FOM University of Applied Sciences for Economics and Management, Munich.
THE INFLUENCE OF LEADERSHIP ROLES AND TEAM BUILDING & PARTICIPATION ON TEAM S...Fung Ping
Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognize the importance and benefits of project teams. One of the outcomes working in a project team is the proliferation of Team Shared Mental Models (TSMM). It is critical to examine the antecedents of TSMM which is the aim of this study as TSMM by itself can contribute to project team learning and others. However, it is unclear from literature whether both leadership roles and team building & participation can influence TSMM concurrently especially in a project setting study whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This has developed a research model underpinned on Cohen and Bailey’s (1997) Team Effectiveness Framework to empirically analyze how leadership roles and team building & participation can predict TSMM. Cross sectional quantitative research with online survey method was used in this study. Partial Least Squares (PLS) were employed whereby SmartPLS v2 was used to perform path analysis. Based on 201 random sample responses from project managers in Malaysia, findings suggest that leadership roles can influence TSMM indirectly via team building & participation. Knowledge contribution of this study is that project managers should invest extra efforts in team building & participation as it is the main contributor to TSMM. Activities of team building & participation can increase interactions among team members which can help generate more TSMM in order to improve project team learning. Discussion, conclusion and limitations are also included in this article.
Marketing Research Project (quantitative using SPSS and SmartPLS) on "Factors...Aviroop Banik
Background: A new buzzword “STEM CELL BANKING” is slowly but continuously engulfing
the consumers’ attention in India. In India, the industry put-together has banked about >70,000
cord blood units over the last three years. This number is set to increase substantially with
increased market reach and awareness; increase in regulatory approvals for stem cells based
products and lowered resistance to private banking will together encourage more clients to
choose stem cell banking.
Problem: Like every new innovation which comes to the market faces strong resistance from
consumer side, Stem cell banking is also facing heat of resistance from Indian consumers. Many
companies (both domestic and international) have started umbilical cord stem cell banking
business, but they have not yet successful towards lowering consumer resistance towards this
service. This banking service is only limited to attract financially robust consumers (but still, not
everyone is enrolling).The other lower sections still need to be tapped to generate more
revenues.
Purpose: The purpose of this study is to identify and analyze the relationship between
consumers' resistance and different factors from innovation and consumers' characteristics.
Thereafter, important factors are identified that mainly affect/determine consumers' resistance to
stem cell banking. Moreover, the inter-relationship (correlation) among the selected factors is
found out, to know the affects of each factor on other factors.
Method: A theoretical model has been proposed from the hypotheses; and Structural Equation
Modeling has been applied, where results are estimated through Partial Least Square method
using a sample of 100 respondents from Mumbai, B’lore, Gujarat, Tripura (by sending Equestionnaires
and personal discussions). SmartPLS2.0 software has been used to estimate
results along with SPSS 12.0.
Conclusions: Four out of eight hypotheses have been supported by the empirical data, where H1
i.e. relative advantage, H3 i.e. complexity, and H4 i.e. perceived risk, are from innovation
characteristics, while H6 i.e. motivation, is from consumers' characteristics. Motivation,
Complexity, Relative Advantage, and Perceived Risk are found as important factors that
affect/determine consumers' resistance to stem cell banking. Relative Advantage & Motivation
are found as positively correlated, and Perceived Risk & Complexity are found as positively
correlated. Negative correlation has been found between Perceived Risk and Relative advantage.
Similarly, negative correlation has also been found between motivation and complexity. The
proposed model of consumers’ resistance to stem cell banking shows an acceptable goodness of
fit, where 90% (R-square value) of variation in consumers’ resistance is caused/explained by the
hypothesized factors
PhD completion seminar: SerVal in B2B cloud computingRoland Padilla
Cloud computing services are used in many businesses. However, little is known about the measurement of service value in B2B cloud computing services from a customer perspective. In the B2C service literature, service value has four components: customer perceptions of the quality, equity, benefits, and sacrifices for the delivered service. There is also a relationship between service value and customer satisfaction, and the intention to repurchase the service. This research project asks whether this model applies for B2B cloud computing services. To answer this question, we followed a two-phase design: contextualizing interviews (N=21) followed by a survey (N=328). The interviews involved managers responsible for managing services and for decision to repurchase services. The contextualizing interviews resulted in confirmation of the existing four components, and evidence for a fifth component we called “cloud service governance”. We then developed a 30-item survey instrument measuring the service value model. Users of B2B cloud services were then surveyed. We used an empirical technique called partial least squares structural equation modeling (PLS-SEM) to estimate the measurement and structural model which linked the perceptions of these service value components to repurchase intentions and customer satisfaction. We found broad support for the extended service value model in a B2B cloud computing context. Importantly, we found empirical support for the extra component called “cloud service governance”. Further research will explore whether this applies to general B2B services. However, we didn't find support for the component called “service equity”. This may be because of the lack of maturity in the cloud computing service market. As the market matures, re-testing may find this component also applies. However, it may also be that service equity is not as important in B2B services compared with B2C services. Both require future research. This research advances the literature by extending the established B2C service value model to the B2B context of cloud computing. Knowing this will enable customers to better understand the components of service value. Vendors will be able to measure how well their services are leading to value and satisfaction for their customers.
International business research into spirituality. Anatolian Tigers offer an interesting study context for investigating the question of ‘what motivates individuals to commit themselves into networks’ from a different perspective and revealing the role of a spirituality- higher-order dimension of human life in trust building and network commitment.
Investigating Motivation Drives of Attitudinal and Behavioural Fan Loyalty in...Mauro de Oliveira
Sports have a fundamental role in the life of Brazilians, with football being the predominant sport. These other sports live in football’s shadow and seek to thrive and grow, but a better understanding of what motivates their fans compared to football fans could be beneficial. To this end, this study seeks to improve our understanding how motivations differ in driving attitudinal and behavioural loyalty for fans of football and other sports, which may yield insights that can assist in the positioning of non-football sports against, and competing with, the juggernaut that football is in Brazil. A theoretically developed conceptual model is
empirically tested of the effects of six motivational drivers—Interest in Team, Socialisation, Aesthetics, Sport Knowledge, Interest in Sport, Vicarious Achievement—on both attitudinal and behavoiural fan loyalty using survey data collected from 483 sports fans from Brazil (337 football fans and 146 non-football fans). The findings show that: (a) the motivational drivers for attitudinal fan loyalty of football fans were Interest in Team, Socialisation, Vicarious Achievement, Sport Knowledge and Aesthetics; (b) the motivational drivers for behavioural fan loyalty of football fans were Socialisation, Interest in Sport and Vicarious Achievement;
(c) the motivational drivers for attitudinal fan loyalty of non-football fans were Vicarious Achievement and Aesthetics; (d) the motivational driver for behavioural fan loyalty of nonfootball fans was Sport Knowledge; and (e) that motivational differences exist between the two groups of fans for Aesthetics, Socialisation and Sport Knowledge. This study offers new insights into advancing the discourse in the area of fan-loyalty research in the Brazilian context. Managerial implications and recommendations for future research are also presented.
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...Fung Ping
Today, more and more project teams are formed to achieve organisational objectives as organisations generally recognized the importance and benefits of project teams. Rationales for this study include: (a) it is unclear from literature what kind of relationships among performance outcomes, team attitudinal outcomes and team behavioural outcomes in a project setting, (b) it is unclear from literature what are the team outcome factors that can predict project performance, and (c) what kind of result team outcome factors can produce in a project setting whereby there is resource and time constraints compare to normal work teams which are ongoing and operational in nature. This study developed a research model underpinned on Cohen & Bailey’s (1997) Team Effectiveness Framework to empirically analyze some team outcome factors. Result showed that when project team trust is high, this will improve project performance, team satisfaction, team effectiveness and team cohesion. At the same time, strong team cohesion also increases team satisfaction. However, strong team cohesion is not predicting project performance and team effectiveness positively. On the contrary, strong team cohesion is actually deteriorating the project performance. The intervention of team satisfaction can improve project performance and team effectiveness. Insignificant relationship between team effectiveness and project performance suggests that team effectiveness alone cannot predict project performance directly. Discussion, conclusion and limitations are also included in this article.
ACS Seminar: Components & perceptions of SerVal in B2B cloud computingRoland Padilla
This file was presented to the IT practitioners of the Australian Computer Society, particularly the cloud computing SIG (Special Interest Group). The research project determined five components of service value in a B2B context of cloud computing: service quality, service equity, confidence benefits, perceived sacrifices & cloud service governance. Finally, the perceptions of cloud customers based on these components were then measured and established its significance through PLS-SEM (Partial least squares structural equation modelling).
Consequences of workaholism and work engagement for spanish entrepreneursINPERE
Presented at the 15th International Conference of the European Association of Work and Organizational Psychology, Maastricht, The Netherlands, May 25th-28th, 2011
Consumer Perception of Job Seekers in updating their Job Profiles on Job PortalsNeil Mathew
The presentation used for my Summer Internship Project Viva.
I did my Internship this year at Monster.com India Pvt Ltd. I conducted a survey and analyzed the results using SmartPLS to assess why Job Seekers do not update their Job Profile Information.
Pleasure of Product Browsing on Facebook Affects Purchase Intention Mehrdad Beyaati
ABSTRACT
The purpose of this study is to examine the motivations affecting consumers’ pleasure of product browsing on companies’ Facebook pages and their purchase intention. Previous studies on the related topics are from which the study methodology is derived. The developed hypotheses in this study are about the relationships among consumers’ motivations (extrinsic and intrinsic), pleasure of product browsing on companies’ Facebook pages and purchase intention.
A questionnaire was administered to test the hypotheses of the study. To analyze the collected data from the questionnaires, software package for statistical analysis (SPSS) and smart partial least squares (SmartPLS) software were applied and the findings were presented and discussed to support the hypotheses.
The findings in the study demonstrated that consumers’ purchase intention was affected by extrinsic and intrinsic motivations; furthermore, pleasure of browsing products on companies’ Facebook pages mediates this relationship. Among the different selected factors of extrinsic motivation, convenience had the greatest influence on consumers’ pleasure of product browsing on companies’ Facebook pages and perceived usefulness influenced consumers’ purchase intention more than other factors. Finally, socializing (as a factor of intrinsic motivation) had the greatest effect on consumers to have pleasure of product browsing on companies’ Facebook pages and lead to their intention to do purchase.
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Business Acumen 5.0 for Sustainable Competitive AdvantagesSeta Wicaksana
Two-thirds of corporate executives believe a lack of business skills or business acumen inhibits their company from meeting strategic priorities. It was established that most strategic plans fail to achieve their strategic goals due to the turbulent changes that exist in the global market today. Since most of the failures in the strategic process occur at the execution stage it is increasingly important that managers at all levels learn how to implement these vital plans while maneuvering through the changes that occur as a result of the dynamics of the markets.
In An organization of high business acumen individuals can expect to see leaders with a heightened perspective that translates into an ability to inspire and excite the organization to achieve its full strategic potential. As your leadership responsibilities expand, so does your need to understand the impact of every decision on the strategic and financial goals of your organization. That's why business acumen—an intuitive sense of how the moving parts of a company work together to create profit —is indispensable.
Describe the attributes that make a vision meaningful to stakeholder.pdffedosys
Describe the attributes that make a vision meaningful to stakeholders. Discuss why a vision may
need to change.
Solution
The very essence of leadership is that you have to have a vision. It’s good to be a vision you
articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet. –
Theodore Hesburgh.
A vision provides direction and road map into the future, it describes the type of organisations
that you want to become and how it’s unique, it creates purpose and identity.
The following characteristics make a vision compelling and meaningful to it’s stakeholders:
Future focused: An effective vision describes the organisation’s desired future, its provides a
clear picture of what the organisation should look like in 5-10 years time. It sets the context for
action.
Directional- An effective vision provides direction as to where the organisation should be going.
It should be specific enough to shape decision making and allow innovative strategies to help
realise the vision.
Clear: An effective vision provides guidance for decision-making and independent action. This
requires the vision to be clearly articulated and easily understood. The vision must clarify focus,
direction and constraints, to ensure that scarce resources are focused on the most strategic
initiatives. Vision that is clear enables effective allocation of scare resources.
Relevant- An effective vision is a good fit with the organisation’s history, current reality, culture
and values. An effective vision connects what has happened in the past to the desired future this
gives the vision credibility.
Purpose-Driven: An effective vision provides a larger sense of purpose for the organisation and
it’s people. That purpose must be more meaningful than getting bigger or beating the
competition. Purpose is about why we exist and why anyone should care. Vision connects people
to a meaningful purpose, allowing them to feel that they are part of something bigger than
themselves. As Steve Jobs said, “We’re here to put a dent in the universe. Otherwise why else
even be here?”
Value based- an effective vision connects the people to an organization’s core values. Values are
ideas and beliefs about what’s considered good or bad. Values of an organisation percolates in
the behaviour and attitudes of the people.
Challenging: An effective vision challenges us, it’s an invitation to greatness. A vision is a goal
that should challenge us, stretch us and set a high standard for the organisation. Effective visions
represent a future that is beyond what is possible today or what we think possible tomorrow.
Unique: An effective vision reflects what’s unique about the organisation, it recognizes what
makes it different. A vision is unique when it declares what makes the organisation stand out and
why it matters.
Vivid: An effective vision provides a vivid mental image of what the organisation will be like in
the future. Well crafted visions describe the future in a way that is easy .
Positioning Your RDO for the Future: Executive Director Training nado-web
This session could almost be called “The How-to Workshop”— it is designed to help RDO executive directors, those new to
the position as well as those who’ve been at the helm for a while, learn how to seek active participation from the private
sector; identify and recruit “good” board members; secure new pots of funding; recruit and train talent; deal with problem
staff; motivate staff to be a team; propose, and get, a member dues increase; and other valuable management concerns.
Attendees will hear from the trainer, as well as engage in peer-to-peer problem solving.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Business Impacts of Flexibility: An Imperative for Expansion draws on internal organizational research and information from 28 American firms, providing evidence that employers can gain tremendous benefit from providing flexibility in when and how work gets done. Study published in 2005 by Corporate Voices for Working Families and WFD Consulting.
Chapter 9: Social Behavior and Good GovernanceKimber Palada
Chapter 9: Organization's Vision, Values & Mission from the book of Corporate Social Responsibility and Good Governance by Samuel Mejia Salvador, Gloria J. Toletino-Baysa & Ellinor C. Fua-Geronimo
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
27. No No Ind Med --0.21 0.12 --0.04 0.11 0.49 0.39 0.07 0.32 0.12
28. Dir No Ind Ind --0.01 0.64 --0.26 --0.02 --0.15 0.46 0.13 0.23 0.04
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Editor's Notes
J - In case you were wondering, I am John and this is Kathy. K – We’re here to talk about shared vision.
J - Shared Vision as an organizational concept has been around for over 20 years … K – But what does it really mean? J – Do you know of an organization that has a strong/compelling ‘Shared Vision’ ? K – Apple?, J - Patagonia! Or how about Toms Shoes.. K –What word comes to your mind when you think of shared vision? J – Vital, K – That’s a good one but I bet some people think its UNNECCESSARY. J - Let’s examine a common understanding of shared vision…
J - Some of you may recall The 1970’s sitcom, Sanford & Son , which ran for 7 years on NBC. K - Comedian Redd Foxx played Fred Sanford and Demond Wilson played Fred’s son, Lamont. J - For you trivia fans in the audience, Redd Foxx’s real name was John Sanford . K – I did not know that, … J - The series revolved around a father and son working as co-owners of a small salvage business in South Central LA. K – Let’s see how the show depicted a very common understanding of shared vision.
Before clip- - Kathy - The first scene involves Fred’s reaction to a discussion he and Lamont are having with their accountant… The father expresses HIS vision, expecting his son AND their accountant to SHARE it. Watch his son’s body language. After clip– John - Based on what we saw in this scene, it appears that Lamont does NOT share his father’s vision. I’m sure some of you in the audience know of a family business that uses this type of shared vision. But in the interest of confidentiality, we won’t ask you to name them.
J – read heading: Shared Vision versus Ought Vision K - What you have just seen is an example of “ ought vision .” Read 1 st slide sentence. It is not a true Shared Vision but one where you are told what you “ought” to believe. J - “Ought vision” is a term used to describe a dysfunctional vision. K – because: read middle Paragraph in slide. J – read the last sentence on slide.
Before slide : K - Here is another scene where Fred attempts to build a shared vision, as Lamont contemplates taking a job outside the family business. J - Notice there are two different visions in this scene and watch how each reacts to the other’s vision. After slide: K - Lamont does not seem to buy into Fred’s vision- except when Fred offers to make him president - which makes Lamont feel like he would be able to realize his own vision. J – Again, Fred’s attempt to create a shared vision doesn’t work here. The differences in their visions are not even recognized, let alone reconciled.
Before slide : K – Just prior to this next scene, Lamont took a job outside Sanford and Sons, but it doesn’t pan out. Disillusioned with his poor employment prospects, he decides to remain with Sanford & Son. When we watch this scene, see how Lamont tries to express his vision for the business… After slide : John – As you saw, Lamont expresses his vision and expects his father to accept it. Kathy – The Ought Vision can go both ways. Fathers tell sons what visions should be shared and sons tell fathers what vision to share. And in this clip, Fred reveals a secret vision – not naming Lamont as President. That also happens in family businesses.
K – These scenes demonstrate the difficulty of creating a shared vision and the difference between ‘Shared Vision’ and a dysfunctional ought vision. J – read middle sentence. K – read last sentence J – Yes, but with all these complexities what is a family to do? K - Let’s see how to create a truly Shared Vision…
Kathy - Let’s change tracks for a minute and look at South Africa,,, immediately after the end of apartheid. John - Certainly a more complex and difficult situation from most family firms. Change is required on a grand scale - How does he go about it? Kathy – After spending 27 years in prison at the hands of the minority white Apartheid government in South Africa, Nelson Mandela was elected President in 1994. John - He chose to use their rugby team, known as the Springboks, as a tool for bringing the two antagonistic societies together.
John - Mandela creates a shared vision but IT IS VERY intentional. Here we will see a scene where Mandela walks into the National Sports society that is now dominated by South Africa’s new black majority. K - They have just voted unanimously to disband the Springboks, the team beloved by white Afrikaner society but symbolized oppression to black South Africans. As you watch the Invictus movie Clip notice in particular the metaphors, the positive tone, the choice of words… SHOW CLIP
AFTER CLIP K – we are going to borrow from Boyatzis’ Intentional Change Theory to analyze how Mandela creates a shared vision. J – Intentional Change Theory begins with creating a vision.
K- Mandela constructed a shared vision by first creating a core identity. J –” I know what they did to us .” “ We prevailed, did we not. All of us here, we prevailed”. K- Next, Mandela inspired hope J – “ The Afrikaner is our fellow South African, our partner in democracy”. K- Continuing his message of hope, Mandela referred to the implications of taking away the Springboks. J - “… we have to be better than that. We have to surprise them with Compassion, Restraint and Generosity”. K- Finally, Mandela creates an Image of a desired future – J -“This is not the time for petty revenge. This is the time to Build our Nation , using every brick available to us. Even if that brick comes wrapped in the green and gold of Springbok rugby. K – He uses these three elements to create Positive emotional attractors J – Positive Emotional Attractors???
K – reads first Paragraph J – reads last sentence. IF NEEDED: J-Recall that Jane Hilburt-Davis presented at last year’s FFI conference on new developments in neuroscience and its application to family firms.
Alternate reading beginning with John reading the Title
John reads first paragraph Kathy reads second
J-Kathy and I each conducted studies that tested the importance of shared vision to family businesses K-John will show how shared vision affects firm performance J- Kathy will show how shared vision predicts daughter succession
Purpose of this study was to expand on a previous qualitative study to identify non-financial indicators of family firm performance Key question: What Family Firm organizational traits or attributes drive/predict overall firm financial performance? This study supports Shared Vision as a key construct leading to better firm performance.
J – Shared Vision, as we have discussed earlier in this presentation, was one of the Qualitative Study Themes. The themes were revealed using a critical incident approach, where interview participants described times when their respective firms were ‘very successful’ and other times when they were ‘less successful’. J – In addition to Shared Vision, other revealed themes included personal development/learning, Trust, Growth orientation, confidence in abilities of fellow employees, etc. J – Interestingly, some ‘family’ dimensions did not appear to differentiate performance across firms. For example, “Family Harmony” was not associated only with higher performing firms. (seemed to be more prevelant among older firms versus younger firms though.)
From the findings of an earlier qualitative study, the quantitative study being presented sought to not only identify non-financial factors but to test whether some subset of non-financial factors might form a type of performance index which influences firm financial performance. This study emphasized non-financial metrics as attempt to broaden performance metrics for family firms. Purely financial measures of family firm performance are problematic due to … - unavailability of financial data - Reported financial results impacted by other factors: Tax minimization, other family goals – employment, compensation, etc.
J - The purpose of this slide is merely to illustrate the overall model structure used in this study. J – Could an index of non-financial organizational traits or measures constitute an index, which I termed “Effective Family Business Culture” which in turn drives overall firm performance? J – Financial performance DVs used in this study represented several measures (Overall growth, revenue increases and profitability) and from two different perspectives (historical and Competitive). In this way, an attempt toward a well rounded assessment of financial performance.
The data analysis approach used structural equation modeling or SEM. Specifically, the Partial Least Squares method. This approach was selected for several reasons – - SEM accommodates complex model relationships and multiple DVs. - PLS is useful for index construction and assessment of model predictive value.
The model Relationships indicated are statistically significant with the width of the lines indicating the statistical significance. The heaviest lines are significant at the .001 level and the thinnest line is significant at the 0.10 level. Findings of the study support the importance of a truly shared vision and its positive impact on firm performance. Working backwards from the right of the model, the financial performance DVs were positively impacted by the Index termed “effective Fam Bus Culture”. Not only was the relationship highly significant but also carried a strongly positive influence. There were 4 IV constructs which comprised the index – Shared Vision, Confidence in Mgt, Role Clarity and Networking/Learning. Shared Vision was significant at the .01 level and exhibited the strongest positive influence on the index. The confidence and network/learning constructs also had positive though lesser impact and a lower significance level. Finally, the highly significant Role Clarity construct had a strong but unexpectedly negative impact on the index. As the firms in the study were all family firms, the inclusion of the family functionality construct revealed highly significant and strongly positive impact on three of the four IVs. Family functionality did not exhibit a direct impact on the ‘Effective Culture Index’. Family Function – APGAR scale, Smilkstein scale, late 70s. Clinical tool to assess ‘functionality of family relationships’; 5 items. Shared Vision – Boyatzis scale, to be discussed, 8 items. Confidence in Mgt. – Mayer, Davis & Shoorman scale from the late 1990s. Role Clarity – Rizzo, House & Lirtzman scale (Role Clarity and Role Conflict, 1970) – 6 items. Networking/Learning – Networking behavior scale, Forret & Dougherty in 2001. Model controls – Firm age, size and industry.
Future research opportunities: Further development of non-financial indicators of family firm performance. Extend this research using multiple respondents per firm. Perhaps comparing family to non-family firms – what role might Shared Vision play for non-family firms?
Here is more quantitative evidence that shared vision is important to family businesses. I’d like to talk about Vision as a Crucial Mediator in Predicting Daughter Succession in Family Businesses. Collette Dumas Literature sparse Let me give an example that illustrates…
Model is based on results from our qualitative study where gender norms and self-efficacy emerged as important factors in the selection and self-selection of successors. 3 IVs impact on succession. VISION IS SUGGESTED AS A MEDIATOR BECAUSE ENCOMPASSES THE ASPIRATIONS OF BOTH FATHERS AND DAU. Gender O-perceptions of abilities and career options. S ucc. Eff. Daughters asked to rate selves. Father asked to rate daughters. Sexism-subtle and covert. Vision-desired goals for future of company.
We used SEM and PLS software to test our model. We hypothesized separately. For both models conducted our analysis both with and without mediator. PLEASE NOTE Gender orientation 2 components Examining first the daughters’ model, we found that when vision was introduced, all 4 relationships between IV and DV Not significant. However, vision fully mediated. Absorbed effects. And Vision had indirect effect relationship tween efficacy and succession.
Vision has Indirect Effect on SuccessorEfficacy and SEX. VISION IS NECESSARY BEFORE Successor Efficacy SIGNIFICANTLY INFLUENCES SUCCESSION. VISION HAS A TRANSFORMATIVE EFFECT ON THE IVS AND DV
John - There are a total of 8 items in the shared vision scale.