This document discusses training and its role in continuous learning and competitive advantage. It covers identifying training needs, evaluating employee readiness, selecting appropriate training methods, and designing effective training programs. Special topics discussed include cross-cultural training, managing diversity, and onboarding new employees. The overall goal of training discussed in the document is to help employees develop skills that contribute to business success and achieving company strategy.
Using the Employee Lifecycle as your Roadmap for Employee EngagementElizabeth Lupfer
Often times, employee engagement initiatives are managed from many areas within Human Resources or Corporate Communications. These efforts can be fragmented in their approach resulting in decreased relevancy and adoption. Using the employee lifecycle provides framework to these efforts so that organizations can ensure their employee engagement initiatives effectively balance the needs of the business against the needs of employees. Using the lifecycle in your employee engagement approach allows you to define the needs of employees based on each lifecycle area and identify opportunities for engagement based adaptability, relevancy, sustainability and execution. This framework was developed and designed by Elizabeth Lupfer of The Social Workplace (@socialworkplace) in July 2014 and was formally presented at the Talent Management Association's Employee Engagement conference.
This document provides an overview of training and development principles for staff. It discusses why training is important, defines key concepts like the ASK model of addressing attitudes, skills and knowledge, and outlines a nine step process for developing and implementing training programs. Examples are provided for each step, including assessing needs, creating objectives and lesson plans, and evaluating impact. A variety of training methods are also described. The overall document serves as a guide for human resources professionals to systematically plan and deliver effective training that improves organizational performance.
The document discusses how companies can build positive employee relations. It defines employee relations as activities that establish and maintain positive relationships between employers and employees. It discusses four methods for managing employee relations: fair treatment, communication programs, employee recognition programs, and employee involvement programs. It also discusses how companies become "Best Companies to Work For" by focusing on employee engagement, trust, work-life balance, fair treatment, and having a strong human resources philosophy.
STRATEGIC MANAGEMENT IN TODAY’S COMPLEX WORLDRonal Parmar
With the development of economy, original pure rational strategic management could not adapt to the complex and ever-changing environment now.
The world is changing and becoming more and more unpredictable with each passing day. A kind of irrational strategic management is emerging quietly.
This passage introduces the development of irrational strategic management and its function in strategic management, and discusses the way of irrational factor playing an active role in strategic management.
The lesson plan is for a 9th-12th grade PE class and involves a basketball shooting game called "Around the World". The overall goal is for students to use correct shooting form that will benefit them in basketball. Students will warm up with laps, stretches, and group shots before the teacher demonstrates the game, which has students shooting from different spots on the court. They will then independently play the game, being assessed on the percentage of shots made. Modifications are included for SPED and ELL students.
Kirkpatrick's Four Levels Of Evaluation Modelsikojp
Kirkpatrick's Four Levels of Evaluation Model is a framework for evaluating training programs and other professional development activities. It originated from Kirkpatrick's 1952 dissertation and was published in 1959. The four levels are: 1) Reactions, 2) Learning, 3) Behavior, and 4) Results. Level 1 assesses satisfaction with the training. Level 2 evaluates the increase in knowledge from pre-to post-training. Level 3 looks at applying skills on the job. Level 4 examines the impact on business results such as productivity or profits. The model provides an easily understood approach for evaluation but has limitations such as oversimplifying the relationship between levels.
I want to be an actress as I love acting and working on TV, films, and in theatres. Actresses rehearse every day in theatres and have an exciting job that involves performing on stage and on screen. This career seems fantastic to me.
Most of the support functions in an organisation fail to justify Return on Investment.
Here is the solution you have been looking for.
Please Note: It is not only that the training function can apply this method, but also the other support functions can also apply.
Using the Employee Lifecycle as your Roadmap for Employee EngagementElizabeth Lupfer
Often times, employee engagement initiatives are managed from many areas within Human Resources or Corporate Communications. These efforts can be fragmented in their approach resulting in decreased relevancy and adoption. Using the employee lifecycle provides framework to these efforts so that organizations can ensure their employee engagement initiatives effectively balance the needs of the business against the needs of employees. Using the lifecycle in your employee engagement approach allows you to define the needs of employees based on each lifecycle area and identify opportunities for engagement based adaptability, relevancy, sustainability and execution. This framework was developed and designed by Elizabeth Lupfer of The Social Workplace (@socialworkplace) in July 2014 and was formally presented at the Talent Management Association's Employee Engagement conference.
This document provides an overview of training and development principles for staff. It discusses why training is important, defines key concepts like the ASK model of addressing attitudes, skills and knowledge, and outlines a nine step process for developing and implementing training programs. Examples are provided for each step, including assessing needs, creating objectives and lesson plans, and evaluating impact. A variety of training methods are also described. The overall document serves as a guide for human resources professionals to systematically plan and deliver effective training that improves organizational performance.
The document discusses how companies can build positive employee relations. It defines employee relations as activities that establish and maintain positive relationships between employers and employees. It discusses four methods for managing employee relations: fair treatment, communication programs, employee recognition programs, and employee involvement programs. It also discusses how companies become "Best Companies to Work For" by focusing on employee engagement, trust, work-life balance, fair treatment, and having a strong human resources philosophy.
STRATEGIC MANAGEMENT IN TODAY’S COMPLEX WORLDRonal Parmar
With the development of economy, original pure rational strategic management could not adapt to the complex and ever-changing environment now.
The world is changing and becoming more and more unpredictable with each passing day. A kind of irrational strategic management is emerging quietly.
This passage introduces the development of irrational strategic management and its function in strategic management, and discusses the way of irrational factor playing an active role in strategic management.
The lesson plan is for a 9th-12th grade PE class and involves a basketball shooting game called "Around the World". The overall goal is for students to use correct shooting form that will benefit them in basketball. Students will warm up with laps, stretches, and group shots before the teacher demonstrates the game, which has students shooting from different spots on the court. They will then independently play the game, being assessed on the percentage of shots made. Modifications are included for SPED and ELL students.
Kirkpatrick's Four Levels Of Evaluation Modelsikojp
Kirkpatrick's Four Levels of Evaluation Model is a framework for evaluating training programs and other professional development activities. It originated from Kirkpatrick's 1952 dissertation and was published in 1959. The four levels are: 1) Reactions, 2) Learning, 3) Behavior, and 4) Results. Level 1 assesses satisfaction with the training. Level 2 evaluates the increase in knowledge from pre-to post-training. Level 3 looks at applying skills on the job. Level 4 examines the impact on business results such as productivity or profits. The model provides an easily understood approach for evaluation but has limitations such as oversimplifying the relationship between levels.
I want to be an actress as I love acting and working on TV, films, and in theatres. Actresses rehearse every day in theatres and have an exciting job that involves performing on stage and on screen. This career seems fantastic to me.
Most of the support functions in an organisation fail to justify Return on Investment.
Here is the solution you have been looking for.
Please Note: It is not only that the training function can apply this method, but also the other support functions can also apply.
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
This document summarizes the key steps and aspects of conducting a training needs assessment:
1. The first slides introduce training needs assessment and explain that it systematically gathers opinions from various sources to identify performance problems that training could address.
2. The next steps covered are organizational analysis including objectives, resources, environment; task and role analysis including job evaluation; and person's analysis of individual skills, knowledge, attitudes and learning styles.
3. Conducting a needs assessment helps ensure the right solution is applied, identifies the intended learning outcomes, and determines expected economic costs and benefits of the training.
This study examined the effectiveness of anti-bullying campaigns at Notre Dame of Greater Manila High School. It surveyed 80 grade 10 students to determine if the school's campaigns effectively addressed bullying and changed the behaviors of both bullies and victims. The study found that over 90% of students were aware of the anti-bullying programs but slightly over 50% did not think the programs were effective. It concluded that the campaigns were ineffective and that students consulted friends before guidance counselors. It recommended focusing more on student formation rather than just dealing with reported bullying incidents.
This document discusses key aspects of marketing financial services, specifically focusing on the additional Ps of service marketing - Physical Evidence, People, and Process.
It describes how physical evidence provides tangible representations of intangible services and discusses examples like facilities, signage, packaging and paperwork. It also examines the physical environment and different types of customer involvement.
The people element looks at the importance of customer service personnel and their role in conveying brand image. It also classifies personnel by customer contact.
Finally, it covers process orientation and factors to consider in service process design, emphasizing the need to align people, processes and technology for financial institution success.
Training and development is a vital part of human resource development and ensures learning and behavioral changes occur in a structured way. It refers to obtaining or transferring the knowledge, skills, and abilities needed to perform specific tasks. An organization's training aims to help employees acquire job-related competencies, while development has a longer-term focus on preparing employees for future roles. Siemens implements training and development strategies to retain its leading position by identifying skill needs, providing training, evaluating effectiveness, and supporting employees' long-term growth. This benefits Siemens through a flexible, committed workforce that improves productivity and revenue.
The document outlines a training evaluation plan for an accounting firm to introduce the use of instant messaging (IM) software for quicker internal communication. It will evaluate the training at four levels: reaction to the content and delivery, learning as measured during and after training, behavior like confidence and usage within 30 days, and impact on reducing customer complaints and improving communication within 6 months of training. The evaluation will utilize methods like feedback forms, observation, interviews, surveys and comparison of pre-and post-training customer complaint logs to measure the objectives at each level.
This document discusses employee development and provides learning objectives on the topic. It explains how employee development contributes to retention, intellectual capital development, and business growth. It discusses the development planning process and responsibilities of employees and companies. It also outlines current trends in using formal education for development and how assessment can be used to aid development. Additional development approaches covered include job experiences, mentoring programs, and interpersonal relationships.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
Stillman Final Portfolio project TRDV4991engagingguy
The document provides background information on Robert Stillman's learning and development philosophy as a trainer. It discusses several learning theories and models that have influenced his approach, including constructivism, the Dick and Carey method of instructional design, Keller's ARCS model of motivation, and Kirkpatrick's four levels of evaluation. Constructivism emphasizes that learners actively construct new knowledge based on their experiences. The Dick and Carey method is based on cognitive psychology and Gagne's conditions of learning. Keller's ARCS model focuses on gaining and sustaining learner attention, relevance, confidence, and satisfaction. Kirkpatrick's model provides a framework for evaluating training across four levels from reaction to results. The document highlights how Stillman draws from these concepts
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
This document provides an overview of learning and development topics. It includes sections on gateways into the learning and development field, measures of learning impact, a six stage training cycle model, re-engineering learning and development, causes of knowledge gaps, learning styles, training games, performance management, moving between roles, employee engagement, induction and onboarding, leadership development systems, skills gaps, learning and development roles, organizing the function, skills development for small organizations, practitioner tasks, effective online learning, best practices, and sales training.
Management DEI Issue Paper and Presentation.docxstudywriters
The document provides details about a proposed training program on unconscious bias for Steven Madden Ltd. It outlines the learning objectives, approach, design, implementation and evaluation of the training using the ADDIE model. It identifies unconscious bias as an issue impacting Steven Madden's recruitment processes and aims to address gender stereotypes through effective training. The training targets the recruitment department and human resources manager to help them better understand unconscious bias and how to overcome related challenges.
Management DEI Issue Paper and Presentation.docxwrite4
The document summarizes a training program developed using the ADDIE model to address unconscious bias in recruiting at Steven Madden Ltd. The training aims to increase awareness of unconscious bias and how it impacts hiring, with the goal of promoting equal inclusion of men and women in finance and HR roles. Key elements included analyzing the issue, designing content, implementing activities to explore challenges and solutions, and evaluating effectiveness using Kirkpatrick's model. The intended outcome is for recruiters to recognize and avoid gender stereotypes during the hiring process.
Jill Drummond is an experienced Director of Training & Development with over 20 years of experience leading training initiatives in highly regulated industries. She has a proven track record of developing and implementing comprehensive learning programs to drive organizational improvement, reduce costs, and ensure regulatory compliance. Her expertise includes instructional design, change management, and developing interactive eLearning content. She has held leadership roles developing training departments and teams from the ground up at large organizations.
The document summarizes a webinar on driving performance through learning. It provides an agenda that includes discussing trends in corporate learning and performance, investments in formal and informal learning, using learning to retain top talent, and measuring learning program success through performance. It also provides an example of how Arrow Electronics implemented a learning program that led to improved productivity, better ability to use new skills on the job, and increased ability to assist others.
This document discusses various topics related to training and development. It begins by outlining Peter Drucker's prediction that training would become one of the fastest growing industries due to the replacement of industrial workers with knowledge workers. It then discusses the need for training due to factors like changes in technology, policies, and demographics.
Several types of training programs are mentioned, including diversity awareness training, sexual harassment training, and cross-cultural training. Different training methods like on-the-job training and off-the-job training are also outlined. Key aspects of developing an effective training program are highlighted, such as knowing your employees, dividing them into groups, and preparing and presenting information. Common training evaluation methods are also summarized,
The document provides details about Sublaxmi Gupta's summer internship project at WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH. It summarizes the Management Leadership Program (MLP) that Sublaxmi participated in. The 2-month program involved various projects, mentorship, reviews, and training. Sublaxmi gained experience in digital marketing, content creation, and operations management through projects focused on online content, social media marketing, website updates, and improving business processes. Overall, the internship provided valuable real-world experience working on strategic initiatives for an education company.
This document discusses training and development in human resource management. It covers topics such as determining training needs, selecting training methods, and evaluating training programs. Specific training methods discussed include instructor-led training, e-learning, case studies, role playing, and on-the-job training. Factors that influence training and development include technological advances, the shortage of skilled workers, and the need for continuous learning. The document also explores trends like mobile learning and different delivery systems for training such as corporate universities, online education, and videoconferencing.
This individual seeks opportunities to broaden their expertise in organizational development, human resources, and change management in order to contribute to the growth of people and organizations. They have extensive educational and practical experience in adult training, talent development, and organizational development across both public and private sectors. Their key strengths include learning design, coaching, change management, facilitation, instructional design, talent management, and continuous process improvement. They have over 20 years of experience in senior learning and development roles across various organizations in Singapore.
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
This document summarizes the key steps and aspects of conducting a training needs assessment:
1. The first slides introduce training needs assessment and explain that it systematically gathers opinions from various sources to identify performance problems that training could address.
2. The next steps covered are organizational analysis including objectives, resources, environment; task and role analysis including job evaluation; and person's analysis of individual skills, knowledge, attitudes and learning styles.
3. Conducting a needs assessment helps ensure the right solution is applied, identifies the intended learning outcomes, and determines expected economic costs and benefits of the training.
This study examined the effectiveness of anti-bullying campaigns at Notre Dame of Greater Manila High School. It surveyed 80 grade 10 students to determine if the school's campaigns effectively addressed bullying and changed the behaviors of both bullies and victims. The study found that over 90% of students were aware of the anti-bullying programs but slightly over 50% did not think the programs were effective. It concluded that the campaigns were ineffective and that students consulted friends before guidance counselors. It recommended focusing more on student formation rather than just dealing with reported bullying incidents.
This document discusses key aspects of marketing financial services, specifically focusing on the additional Ps of service marketing - Physical Evidence, People, and Process.
It describes how physical evidence provides tangible representations of intangible services and discusses examples like facilities, signage, packaging and paperwork. It also examines the physical environment and different types of customer involvement.
The people element looks at the importance of customer service personnel and their role in conveying brand image. It also classifies personnel by customer contact.
Finally, it covers process orientation and factors to consider in service process design, emphasizing the need to align people, processes and technology for financial institution success.
Training and development is a vital part of human resource development and ensures learning and behavioral changes occur in a structured way. It refers to obtaining or transferring the knowledge, skills, and abilities needed to perform specific tasks. An organization's training aims to help employees acquire job-related competencies, while development has a longer-term focus on preparing employees for future roles. Siemens implements training and development strategies to retain its leading position by identifying skill needs, providing training, evaluating effectiveness, and supporting employees' long-term growth. This benefits Siemens through a flexible, committed workforce that improves productivity and revenue.
The document outlines a training evaluation plan for an accounting firm to introduce the use of instant messaging (IM) software for quicker internal communication. It will evaluate the training at four levels: reaction to the content and delivery, learning as measured during and after training, behavior like confidence and usage within 30 days, and impact on reducing customer complaints and improving communication within 6 months of training. The evaluation will utilize methods like feedback forms, observation, interviews, surveys and comparison of pre-and post-training customer complaint logs to measure the objectives at each level.
This document discusses employee development and provides learning objectives on the topic. It explains how employee development contributes to retention, intellectual capital development, and business growth. It discusses the development planning process and responsibilities of employees and companies. It also outlines current trends in using formal education for development and how assessment can be used to aid development. Additional development approaches covered include job experiences, mentoring programs, and interpersonal relationships.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
Stillman Final Portfolio project TRDV4991engagingguy
The document provides background information on Robert Stillman's learning and development philosophy as a trainer. It discusses several learning theories and models that have influenced his approach, including constructivism, the Dick and Carey method of instructional design, Keller's ARCS model of motivation, and Kirkpatrick's four levels of evaluation. Constructivism emphasizes that learners actively construct new knowledge based on their experiences. The Dick and Carey method is based on cognitive psychology and Gagne's conditions of learning. Keller's ARCS model focuses on gaining and sustaining learner attention, relevance, confidence, and satisfaction. Kirkpatrick's model provides a framework for evaluating training across four levels from reaction to results. The document highlights how Stillman draws from these concepts
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
This document provides an overview of learning and development topics. It includes sections on gateways into the learning and development field, measures of learning impact, a six stage training cycle model, re-engineering learning and development, causes of knowledge gaps, learning styles, training games, performance management, moving between roles, employee engagement, induction and onboarding, leadership development systems, skills gaps, learning and development roles, organizing the function, skills development for small organizations, practitioner tasks, effective online learning, best practices, and sales training.
Management DEI Issue Paper and Presentation.docxstudywriters
The document provides details about a proposed training program on unconscious bias for Steven Madden Ltd. It outlines the learning objectives, approach, design, implementation and evaluation of the training using the ADDIE model. It identifies unconscious bias as an issue impacting Steven Madden's recruitment processes and aims to address gender stereotypes through effective training. The training targets the recruitment department and human resources manager to help them better understand unconscious bias and how to overcome related challenges.
Management DEI Issue Paper and Presentation.docxwrite4
The document summarizes a training program developed using the ADDIE model to address unconscious bias in recruiting at Steven Madden Ltd. The training aims to increase awareness of unconscious bias and how it impacts hiring, with the goal of promoting equal inclusion of men and women in finance and HR roles. Key elements included analyzing the issue, designing content, implementing activities to explore challenges and solutions, and evaluating effectiveness using Kirkpatrick's model. The intended outcome is for recruiters to recognize and avoid gender stereotypes during the hiring process.
Jill Drummond is an experienced Director of Training & Development with over 20 years of experience leading training initiatives in highly regulated industries. She has a proven track record of developing and implementing comprehensive learning programs to drive organizational improvement, reduce costs, and ensure regulatory compliance. Her expertise includes instructional design, change management, and developing interactive eLearning content. She has held leadership roles developing training departments and teams from the ground up at large organizations.
The document summarizes a webinar on driving performance through learning. It provides an agenda that includes discussing trends in corporate learning and performance, investments in formal and informal learning, using learning to retain top talent, and measuring learning program success through performance. It also provides an example of how Arrow Electronics implemented a learning program that led to improved productivity, better ability to use new skills on the job, and increased ability to assist others.
This document discusses various topics related to training and development. It begins by outlining Peter Drucker's prediction that training would become one of the fastest growing industries due to the replacement of industrial workers with knowledge workers. It then discusses the need for training due to factors like changes in technology, policies, and demographics.
Several types of training programs are mentioned, including diversity awareness training, sexual harassment training, and cross-cultural training. Different training methods like on-the-job training and off-the-job training are also outlined. Key aspects of developing an effective training program are highlighted, such as knowing your employees, dividing them into groups, and preparing and presenting information. Common training evaluation methods are also summarized,
The document provides details about Sublaxmi Gupta's summer internship project at WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH. It summarizes the Management Leadership Program (MLP) that Sublaxmi participated in. The 2-month program involved various projects, mentorship, reviews, and training. Sublaxmi gained experience in digital marketing, content creation, and operations management through projects focused on online content, social media marketing, website updates, and improving business processes. Overall, the internship provided valuable real-world experience working on strategic initiatives for an education company.
This document discusses training and development in human resource management. It covers topics such as determining training needs, selecting training methods, and evaluating training programs. Specific training methods discussed include instructor-led training, e-learning, case studies, role playing, and on-the-job training. Factors that influence training and development include technological advances, the shortage of skilled workers, and the need for continuous learning. The document also explores trends like mobile learning and different delivery systems for training such as corporate universities, online education, and videoconferencing.
This individual seeks opportunities to broaden their expertise in organizational development, human resources, and change management in order to contribute to the growth of people and organizations. They have extensive educational and practical experience in adult training, talent development, and organizational development across both public and private sectors. Their key strengths include learning design, coaching, change management, facilitation, instructional design, talent management, and continuous process improvement. They have over 20 years of experience in senior learning and development roles across various organizations in Singapore.
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, supervisory management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
This document discusses training practices in human resource management. It covers how training can contribute to business strategy and competitive advantage. The manager's role in identifying needs, evaluating readiness, and supporting on-the-job training is examined. Different training methods like presentations, hands-on, and group approaches are assessed. The document also addresses evaluating training programs, designing cross-cultural preparation, and developing diversity management.
This document discusses training practices in human resource management. It covers how training can contribute to business strategy and competitive advantage. The manager's role in identifying needs, evaluating readiness, and supporting on-the-job training is examined. Different training methods like presentations, hands-on, and group approaches are assessed. The document also addresses evaluating training programs, designing cross-cultural preparation, and developing diversity management.
This document discusses training practices in human resource management. It covers how training can contribute to business strategy and competitive advantage. The manager's role in identifying needs, evaluating readiness, and supporting on-the-job training is examined. Different training methods like presentations, hands-on, and group approaches are assessed. The document also addresses evaluating training programs, designing cross-cultural preparation, and developing diversity management.
HR TRAINING & DEVELOPMENT FINAL PROJECT YOUSAF BROAST RESTAURANT.PPT.pptxSaminaNawaz14
1. The document outlines the training design process for Yousaf Broast Restaurant staff. It discusses conducting a needs assessment, ensuring employee readiness, creating a learning environment, selecting training methods, and evaluating the program.
2. The needs assessment involves analyzing the organization, employees, and job tasks to identify training needs. Ensuring employee readiness includes evaluating motivation, self-efficacy, and basic skills.
3. Creating a learning environment establishes objectives, materials, practice, feedback, and administration. Training methods include presentations, hands-on activities, and groups. The evaluation measures knowledge, skills, attitudes, results, and return on investment.
Browns and Company PLC - Training and DevelopmentAnne Dias
This document provides an overview of the training and development program at Browns Group. It outlines the company's mission to enhance stakeholder value through innovation and customer focus. It also discusses the objectives of the training policy, which are to develop employees' careers and competencies. The training cycle involves identifying needs, designing programs, implementation, and evaluation. Training topics cover soft skills, financial management, and various technical areas. The goal of the program is to support the company's strategic objectives by enhancing employee effectiveness at the individual, departmental, and organizational levels.
Similar to BA 105 Chapter 7 PowerPoint - Week 4 (20)
The document discusses the drivers and pressures for organizational change. It identifies that change comes from both external environmental pressures such as competition, regulations and technological changes as well as internal pressures like growth, leadership changes, and politics. Some of the key external pressures mentioned are globalization, hypercompetition, and reputation concerns. The document also examines why organizations may not change in response to environmental pressures or after crises, citing factors such as organizational learning difficulties and defensive priorities over innovation.
This document discusses evolutionary developmental biology and how changes in development can lead to evolutionary changes. It provides examples of modularity and molecular parsimony which help explain this. Modularity means parts of the body and DNA can develop differently. Molecular parsimony means organisms share developmental toolkit genes. The document then discusses specific examples like stickleback fish pelvic spines being due to different Pitx1 expression, and Darwin's finches having beak shape variations due to differing Bmp4 and Calmodulin expression levels. Mechanisms of evolutionary change include changes in location, timing, amount, or kind of gene expression.
Developmental plasticity allows an organism's phenotype to change in response to environmental conditions during development. There are two main types of phenotypic plasticity: reaction norms, where the environment determines the phenotype from a continuum of genetic possibilities, and polyphenisms, where discrete alternative phenotypes are produced. Examples include caterpillars changing appearance to match plant growth stages, frogs hatching early in response to vibrations, and temperature determining sex in crocodiles. Stressors like water levels can also influence development, as seen in spadefoot toads. Symbiotic relationships between organisms, like nitrogen-fixing bacteria in plant roots, are important to development and often involve vertical transmission from parents. Gut bacteria are also necessary for
This document discusses several genetic and environmental factors that can influence human development. Genetic factors like pleiotropy and mosaicism can result in syndromes with multiple abnormalities. The same genetic mutation can also produce different phenotypes depending on gene interactions. Environmental teratogens during critical periods of embryonic development can irreversibly damage organ formation, with alcohol, retinoic acid, and endocrine disruptors like bisphenol A and atrazine posing particular risks like fetal alcohol syndrome, cleft palate, lower sperm counts, and cancer. Both genetic and environmental heterogeneity contribute to the complexity of human development.
The endoderm forms the epithelial lining of the digestive and respiratory systems. It gives rise to tissues like the notochord, heart, blood vessels, and parts of the mesoderm. The endoderm comes from two sources - the definitive endoderm and the visceral endoderm. The transcription factor Sox17 marks and regulates the formation of the endoderm. The endoderm lines tubes in the body and gives rise to organs like the liver, pancreas, lungs and digestive system through the formation of buds and pouches along the foregut.
The document summarizes the development of the intermediate mesoderm and lateral plate mesoderm. The intermediate mesoderm forms the urogenital system including the kidneys, ureters, ovaries, fallopian tubes, testes and vas deferens. Kidney development occurs through the pronephros, mesonephros and metanephros stages. The lateral plate mesoderm splits into somatic and splanchnic layers and forms the heart through the merging of cardiac progenitor cells from both sides of the embryo. The heart tube loops to the right to begin resembling the four-chambered adult heart.
The paraxial mesoderm lies just lateral to the notochord and gives rise to vertebrae, skeletal muscles, and skin connective tissue. It is divided into somites which then form dermomyotomes and sclerotomes. Dermomyotomes develop into dermatomes that make dermis and myotomes that form back, rib, and body wall muscles. Sclerotomes form the vertebrae and rib cage. Somitogenesis occurs through a clock-wavefront model where somites sequentially segment from cranial to caudal regions under the influence of signaling molecules like retinoic acid and FGF.
The document summarizes ectodermal placodes and the epidermis. It discusses how placodes give rise to sensory structures like the eye lens, inner ear, and nose. It describes the different cranial placodes that form sensory tissues and nerves, including the anterior placodes that form the pituitary gland and eye lens. The intermediate placodes form nerves involved in sensation of the face and hearing/balance. The epidermis derives from surface ectoderm under the influence of BMPs and forms the protective outer layer of skin and its appendages like hair, sweat glands, and teeth.
- The neural plate transforms into a neural tube through a process called neurulation regulated by proteins like BMP and transcription factors like Sox1, 2, and 3.
- Primary neurulation involves the elongation, bending, and convergence of the neural folds before their closure at the midline to form the neural tube. Key regulation events involve hinge points at the midline and dorsolateral edges.
- Neural tube defects can occur if closure fails, as in spina bifida where the posterior neuropore remains open, preventing proper spinal cord development.
Mammalian development begins with fertilization and cleavage of the egg. The egg develops membranes that allow development outside of water. In mammals, the placenta exchanges gases and nutrients between the embryo and mother. Cleavage is rotational, with zygotic genes activating later than other animals. Cells compact and the morula forms an inner cell mass and trophoblast cells. The trophoblast secretes fluid to form a blastocyst cavity. The inner cell mass forms the epiblast and hypoblast, which generate the embryo and extraembryonic tissues through gastrulation. Axis formation is guided by gradients of genes like HOX and left/right asymmetries are regulated by proteins including Nodal.
- Drosophila melanogaster is a useful model organism for studying development due to its short life cycle, fully sequenced genome, and ease of breeding.
- Early Drosophila development involves syncytial cleavage where nuclei divide without cell division, specifying the dorsal/ventral and anterior/posterior axes.
- Fertilization occurs when sperm enters an egg that has already begun specifying axes; maternal and paternal chromosomes remain separate during early divisions.
This document summarizes key patterns in animal development. It describes that animals undergo gastrulation where cells migrate to form germ layers and axes. Animals are categorized into 35 phyla based on features like germ layers, organ formation, and cleavage patterns. It describes that diploblastic animals have two germ layers while most are triploblastic with three germ layers. Triploblastic animals are further divided into protostomes and deuterostomes based on mouth formation. The document also provides examples of cleavage patterns in snails which are spirally arranged in either a dextral or sinistral pattern determined by maternal factors.
1) Sex determination in mammals is primarily determined by the XY sex determination system, with females having XX and males having XY. The SRY gene on the Y chromosome causes the development of testes.
2) The gonads are initially bipotential but develop into either ovaries or testes based on the sex chromosomes. Testes secrete AMH and testosterone to direct male development while ovaries secrete estrogens for female development.
3) Gametogenesis includes the process of meiosis which produces haploid gametes from diploid germ cells in the gonads. In females, oogenesis begins in the embryo but arrests until puberty while spermatogenesis only occurs at puberty in males.
Stem cells are unspecialized cells that can divide and differentiate into specialized cell types. There are several types of stem cells defined by their potency, including totipotent stem cells found in early embryos, pluripotent stem cells in the embryo, and multipotent adult stem cells. Stem cell regulation is controlled through extracellular signals from the stem cell niche and intracellular factors that influence gene expression and cell fate. Researchers have also induced pluripotency in adult cells by introducing genes that code for key transcription factors.
This document discusses cell-to-cell communication and how it allows for the development of specialized tissues and organs through three main mechanisms: cell adhering, cell shape changing, and cell signaling. It describes how cells interact at the cell membrane through various receptor and ligand proteins. These interactions can be homophilic or heterophilic, and occur through direct contact between neighboring cells (juxtacrine signaling) or over short distances (paracrine signaling). Differential adhesion and cadherins allow cells to sort themselves into tissues based on adhesion strengths. The extracellular matrix and integrins also influence cell communication and development.
Differential gene expression refers to the process where different genes are activated in different cell types, leading to cellular specialization. While all cells contain the full genome, only a small percentage of genes are expressed in each cell. Gene expression is regulated at multiple levels, including differential transcription, selective pre-mRNA processing, selective mRNA translation, and posttranslational protein modification. The most common mechanisms involve regulating transcription through epigenetic modifications of chromatin and the use of transcription factors.
The document summarizes key stages in animal development from fertilization through organogenesis. It begins with fertilization and cleavage, followed by gastrulation where the three germ layers (endoderm, mesoderm, ectoderm) are formed. During organogenesis, organs develop from the germ layers. Metamorphosis may also occur to transition organisms like frogs from immature to sexually mature forms. Examples are provided of developmental processes in frogs and other model organisms like fruit flies and plants. Cell behavior and patterning during these stages are also discussed.
The document discusses considerations for small businesses when hiring employees. It covers deciding when to hire an employee, defining job roles, writing job descriptions, attracting and evaluating candidates, selecting the right hire, training employees, rewarding and compensating employees, and managing ownership and dividends when there are family business partners involved. The key aspects of setting up an employee program for a small business are planning job roles, writing thorough job descriptions, developing fair hiring and review processes, providing training, and establishing clear compensation and ownership structures.
This document discusses various legal issues that small business owners should be aware of, including:
- Understanding the different types of laws (federal, state, local) that may apply to a small business.
- Hiring an experienced small business attorney to provide legal advice and represent the business as needed.
- Choosing an appropriate legal structure for the business, such as a sole proprietorship, partnership, corporation, or LLC.
- Protecting the business name as intellectual property and complying with regulations regarding contracts, liability, taxation and other legal matters.
This document discusses risk management and insurance for small businesses. It begins by defining risk for business owners and identifying common sources of risk such as financial investments, theft, nonpayment of debts, and natural disasters. It then examines risks related to a business's property, personnel, customers, and intangible property. The document provides strategies for managing these risks, such as developing policies and procedures, securing valuable assets, and obtaining different types of insurance. It concludes by discussing ways for businesses to share risk through joint ventures, industry groups, and government funding programs.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.