The document compares the characteristics of groups and teams. It defines a group as two or more individuals who may or may not have a common goal and work independently. Teams are small numbers of people with complementary skills committed to a shared purpose and goals who are mutually accountable. The key differences are that teams have shared leadership, collective performance and accountability, while groups focus on individual work and outcomes. Effective teamwork provides benefits like a united effort, clear communication, and support between members.
This document discusses teams, leadership, and how to lead a team. It defines a team as a group of people working toward a common goal or objective. A leader is someone who convinces others to follow and inspires confidence. Effective ways to lead a team include delegation, motivation, communication, team development, and discipline. The document also states that everyone has leadership potential and leadership skills can be taught to students.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
The document discusses collaborative team working and lessons learned from redeveloping the Liverpool Central Library. It defines a team as a collection of individuals working towards a common purpose of redeveloping the library's listed buildings to create an innovative attraction. Effective teams require qualities like cooperation, trust, open communication and flexibility. They also need a mixture of character types like drivers, thinkers, expressives and friends. The library project team demonstrated shared objectives, commitment, participation, trust, open expression and communication flow. Key lessons are to understand communication styles within the team, be aware of different personalities, and ensure all are committed to the common goal.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
Teamwork involves groups of individuals working together towards a common goal. It fosters creativity and learning by building on complementary strengths and facilitating conflict resolution. Activities that improve teamwork include games, sports, group projects, and peer-to-peer help. Through a constructivist approach, teamwork allows individuals to build procedures to solve problems as a team and work collaboratively towards achieving shared objectives. Key learning outcomes of teamwork include improved communication skills, individual accountability, and self-awareness when contributing to a group effort.
This document discusses learning organizations and how to become one. A learning organization continually learns and supports staff learning. It communicates openly and embraces improvement. Key characteristics include supporting continuous learning, aligning learning with goals, valuing individual knowledge, and encouraging knowledge sharing. Steps to becoming a learning organization include adopting a learning framework, communicating this approach, and supporting job performance through learning. Learning organizations gain competitive advantages like responding quickly to changes. The value of learning organizations includes supporting growth, meeting customer needs, and adapting to trends. A shift in thinking involves focusing on systems rather than parts and facilitating teamwork and communication. Five practices of learning organizations are systems thinking, personal mastery, addressing mental models, sharing visions, and team learning
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
The document compares the characteristics of groups and teams. It defines a group as two or more individuals who may or may not have a common goal and work independently. Teams are small numbers of people with complementary skills committed to a shared purpose and goals who are mutually accountable. The key differences are that teams have shared leadership, collective performance and accountability, while groups focus on individual work and outcomes. Effective teamwork provides benefits like a united effort, clear communication, and support between members.
This document discusses teams, leadership, and how to lead a team. It defines a team as a group of people working toward a common goal or objective. A leader is someone who convinces others to follow and inspires confidence. Effective ways to lead a team include delegation, motivation, communication, team development, and discipline. The document also states that everyone has leadership potential and leadership skills can be taught to students.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
The document discusses collaborative team working and lessons learned from redeveloping the Liverpool Central Library. It defines a team as a collection of individuals working towards a common purpose of redeveloping the library's listed buildings to create an innovative attraction. Effective teams require qualities like cooperation, trust, open communication and flexibility. They also need a mixture of character types like drivers, thinkers, expressives and friends. The library project team demonstrated shared objectives, commitment, participation, trust, open expression and communication flow. Key lessons are to understand communication styles within the team, be aware of different personalities, and ensure all are committed to the common goal.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
Teamwork involves groups of individuals working together towards a common goal. It fosters creativity and learning by building on complementary strengths and facilitating conflict resolution. Activities that improve teamwork include games, sports, group projects, and peer-to-peer help. Through a constructivist approach, teamwork allows individuals to build procedures to solve problems as a team and work collaboratively towards achieving shared objectives. Key learning outcomes of teamwork include improved communication skills, individual accountability, and self-awareness when contributing to a group effort.
This document discusses learning organizations and how to become one. A learning organization continually learns and supports staff learning. It communicates openly and embraces improvement. Key characteristics include supporting continuous learning, aligning learning with goals, valuing individual knowledge, and encouraging knowledge sharing. Steps to becoming a learning organization include adopting a learning framework, communicating this approach, and supporting job performance through learning. Learning organizations gain competitive advantages like responding quickly to changes. The value of learning organizations includes supporting growth, meeting customer needs, and adapting to trends. A shift in thinking involves focusing on systems rather than parts and facilitating teamwork and communication. Five practices of learning organizations are systems thinking, personal mastery, addressing mental models, sharing visions, and team learning
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
Leading a Learning Organization discusses how learning is important for leaders and organizations. It explains that organizational learning involves obtaining and applying new knowledge, tools, and values as an organization changes over time. There are two types of organizational learning - maintenance learning which acquires fixed processes, and innovative learning which prepares for new situations and change. Effective leadership in a learning organization creates creative tensions by understanding where the organization is and where it needs to go.
This document discusses challenges in managing teams and provides suggestions to address those challenges. It identifies getting employees to cooperate, share information, confront differences, and put team interests above personal interests as key challenges. It then provides recommendations in areas like establishing a cooperative culture, resolving conflicts, understanding different perspectives, and modifying personal interests for the greater good of the team. The document also covers managing global teams, noting unique cultural factors and the need for sensitive communication.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
The document outlines ten commandments for collaborative team work. The commandments are: 1) have trust and confidence in team members, 2) let go of ego, 3) do not compete with each other, 4) be committed to the common goal, 5) communicate openly and directly, 6) resolve conflicts mutually and openly, 7) empathize and understand to be understood, 8) support and respect individual differences or unity in diversity, 9) take up responsibility and accountability, 10) contact details are provided for training workshops on collaborative team work.
Hello,
This presentation is a little step to share some information on "Teamwork" with you.
If this help you a little, I will be happy. Feel free to share your opinion.
Thank you.
*All the information and images are collected from internet.
"The Future of Organizational Learning" was prepared as a keynote presentation for the Saskatchewan Associated of Human Resource Professionals to be delivered on Sept 25, 2013.
The document discusses motivating leaders in a church context. It provides tips on developing potential leaders by involving them in the vision, treating people well, and equipping them with their gifts. It also discusses different leadership styles and key positions on a team. The document emphasizes that love for God and people should be the primary motivation for leaders and provides suggestions for staying motivated even during difficult times.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
This document outlines a presentation on building and sustaining effective teams given by Dr. Jiban Khadka. The presentation covers:
- The definition and purpose of teams, as well as the value they provide by allowing ordinary people to achieve extraordinary results through cooperation.
- The stages of team development, including forming, storming, norming, performing, and mourning. Activities are used to help participants understand these stages.
- Attributes of successful teamwork such as commitment, interdependence, communication, and leadership.
- Models of team effectiveness including clear goals, results-driven structure, competent members, unified commitment, standards of excellence, and principled leadership.
- Best practices for
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
This document discusses the concept of a learning organization. It defines a learning organization as a company that facilitates learning among its members and continuously transforms itself. It notes that the concept was coined by Peter Senge and others. The document outlines the nature, characteristics, core areas, and levels of learning organizations. It also discusses how to create a learning organization by establishing commitment to change, eliminating boundaries, developing a culture of openness, and incorporating employees into organizational challenges.
This document discusses how to effectively form and manage a team. It outlines the six key steps to forming a team: 1) establish a mission and mutual goals, 2) design the team structure and leadership, 3) establish team rules and guidelines, 4) develop team dynamics and maturity, 5) focus the team, and 6) evaluate results. Key aspects of effective teams include commitment to common objectives, defined roles, effective decision-making, and good relationships. The document provides tips for team leadership, such as recognizing individual contributions and ensuring all members participate.
Peter Senge popularized the term "learning organization" in his 1990 book. An organizational learning seeks to improve members' understanding and management abilities. There are two principal learning strategies - exploration and exploitation. A learning organization purposefully designs its structure and culture to maximize learning. Key aspects include personal mastery, mental models, teams, shared vision, and systems thinking. Creating a learning organization requires commitment to change, eliminating boundaries, and developing an open culture.
rawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He demonstrates that while carrots and sticks worked successfully in the twentieth century, that’s precisely the wrong way to motivate people for today’s challenges. In Drive, he examines the three elements of true motivation—autonomy, mastery, and purpose—and offers smart and surprising techniques for putting these into action.
Successful team collaboration requires pre-planned conflict resolution strategies, utilizing each member's strengths and learning styles, developing communication skills, and establishing motivational strategies. The document outlines key aspects of effective teams such as setting goals, defining roles, and providing constructive feedback. With these elements in place, the team's completed project will be focused and persuasive in satisfying their overall vision.
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
The document discusses qualities of great leadership. It states that great leaders play chess by having each piece move differently according to its role, and that leaders should have situational insight into what role to play. It also discusses finding one's voice and inspiring others to find theirs. Great leaders discover, express, and focus on creating a common vision that aligns and motivates their team to execute. The document provides tips for inspirational leadership, such as building momentum in followers by recognizing their strengths, developing commitments, building initiative, and better performance through goal-setting and recognition.
This document discusses strategies for leading reluctant team members in NAF academies. It recognizes that highly effective cross-disciplinary teams are critical for student success but some teachers may be reluctant to fully engage in teamwork. The document suggests understanding each teacher's motivations and addressing their specific concerns to increase involvement. True teaming requires sharing beliefs and outcomes, reflective discussions, and a collective focus on student learning.
A work group interacts to share information and make decisions to help members perform their responsibilities, while a work team's efforts result in performance greater than the sum of individual inputs. The document discusses the purpose of grouping, which allows interactive learning and covering multiple areas. It describes the stages of group development as forming, storming, norming, performing, and mourning. Effective teams have clear goals, mutual trust, open communication, and democratic processes.
Leading a Learning Organization discusses how learning is important for leaders and organizations. It explains that organizational learning involves obtaining and applying new knowledge, tools, and values as an organization changes over time. There are two types of organizational learning - maintenance learning which acquires fixed processes, and innovative learning which prepares for new situations and change. Effective leadership in a learning organization creates creative tensions by understanding where the organization is and where it needs to go.
This document discusses challenges in managing teams and provides suggestions to address those challenges. It identifies getting employees to cooperate, share information, confront differences, and put team interests above personal interests as key challenges. It then provides recommendations in areas like establishing a cooperative culture, resolving conflicts, understanding different perspectives, and modifying personal interests for the greater good of the team. The document also covers managing global teams, noting unique cultural factors and the need for sensitive communication.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
The document outlines ten commandments for collaborative team work. The commandments are: 1) have trust and confidence in team members, 2) let go of ego, 3) do not compete with each other, 4) be committed to the common goal, 5) communicate openly and directly, 6) resolve conflicts mutually and openly, 7) empathize and understand to be understood, 8) support and respect individual differences or unity in diversity, 9) take up responsibility and accountability, 10) contact details are provided for training workshops on collaborative team work.
Hello,
This presentation is a little step to share some information on "Teamwork" with you.
If this help you a little, I will be happy. Feel free to share your opinion.
Thank you.
*All the information and images are collected from internet.
"The Future of Organizational Learning" was prepared as a keynote presentation for the Saskatchewan Associated of Human Resource Professionals to be delivered on Sept 25, 2013.
The document discusses motivating leaders in a church context. It provides tips on developing potential leaders by involving them in the vision, treating people well, and equipping them with their gifts. It also discusses different leadership styles and key positions on a team. The document emphasizes that love for God and people should be the primary motivation for leaders and provides suggestions for staying motivated even during difficult times.
Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment
This document outlines a presentation on building and sustaining effective teams given by Dr. Jiban Khadka. The presentation covers:
- The definition and purpose of teams, as well as the value they provide by allowing ordinary people to achieve extraordinary results through cooperation.
- The stages of team development, including forming, storming, norming, performing, and mourning. Activities are used to help participants understand these stages.
- Attributes of successful teamwork such as commitment, interdependence, communication, and leadership.
- Models of team effectiveness including clear goals, results-driven structure, competent members, unified commitment, standards of excellence, and principled leadership.
- Best practices for
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
This document discusses the concept of a learning organization. It defines a learning organization as a company that facilitates learning among its members and continuously transforms itself. It notes that the concept was coined by Peter Senge and others. The document outlines the nature, characteristics, core areas, and levels of learning organizations. It also discusses how to create a learning organization by establishing commitment to change, eliminating boundaries, developing a culture of openness, and incorporating employees into organizational challenges.
This document discusses how to effectively form and manage a team. It outlines the six key steps to forming a team: 1) establish a mission and mutual goals, 2) design the team structure and leadership, 3) establish team rules and guidelines, 4) develop team dynamics and maturity, 5) focus the team, and 6) evaluate results. Key aspects of effective teams include commitment to common objectives, defined roles, effective decision-making, and good relationships. The document provides tips for team leadership, such as recognizing individual contributions and ensuring all members participate.
Peter Senge popularized the term "learning organization" in his 1990 book. An organizational learning seeks to improve members' understanding and management abilities. There are two principal learning strategies - exploration and exploitation. A learning organization purposefully designs its structure and culture to maximize learning. Key aspects include personal mastery, mental models, teams, shared vision, and systems thinking. Creating a learning organization requires commitment to change, eliminating boundaries, and developing an open culture.
rawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He demonstrates that while carrots and sticks worked successfully in the twentieth century, that’s precisely the wrong way to motivate people for today’s challenges. In Drive, he examines the three elements of true motivation—autonomy, mastery, and purpose—and offers smart and surprising techniques for putting these into action.
Successful team collaboration requires pre-planned conflict resolution strategies, utilizing each member's strengths and learning styles, developing communication skills, and establishing motivational strategies. The document outlines key aspects of effective teams such as setting goals, defining roles, and providing constructive feedback. With these elements in place, the team's completed project will be focused and persuasive in satisfying their overall vision.
Importance of groups in organization, and Team Interactions in group, Group Vs Teams,
Team formation process, Stages of Group, Group Dynamics, Managing Team Performance & Team Conflicts.
How to build a good team? Team work & Team building Interpersonal skills – Conversation, Feedback, Feed
forward Interpersonal skills – Delegation, Humor, Trust, Expectations, Values, Status, Compatibility and their
role in building team
The document discusses qualities of great leadership. It states that great leaders play chess by having each piece move differently according to its role, and that leaders should have situational insight into what role to play. It also discusses finding one's voice and inspiring others to find theirs. Great leaders discover, express, and focus on creating a common vision that aligns and motivates their team to execute. The document provides tips for inspirational leadership, such as building momentum in followers by recognizing their strengths, developing commitments, building initiative, and better performance through goal-setting and recognition.
This document discusses strategies for leading reluctant team members in NAF academies. It recognizes that highly effective cross-disciplinary teams are critical for student success but some teachers may be reluctant to fully engage in teamwork. The document suggests understanding each teacher's motivations and addressing their specific concerns to increase involvement. True teaming requires sharing beliefs and outcomes, reflective discussions, and a collective focus on student learning.
A work group interacts to share information and make decisions to help members perform their responsibilities, while a work team's efforts result in performance greater than the sum of individual inputs. The document discusses the purpose of grouping, which allows interactive learning and covering multiple areas. It describes the stages of group development as forming, storming, norming, performing, and mourning. Effective teams have clear goals, mutual trust, open communication, and democratic processes.
This document provides an overview of a workshop on advanced practice in group facilitation and integrating motivational skills and strategies. The learning objectives are to resist the "righting reflex" in favor of partnership, acceptance, compassion and evocation. It also aims to practice the foundational skills of motivational interviewing including open questions, affirmations, reflections and summaries. The workshop covers content versus process in groups, stages and tasks of group development, challenges that may arise and best practices in group facilitation including the "spirit" of motivational interviewing. It demonstrates agenda mapping, open versus closed questions, examples of affirmations and reflections, and practicing reflective listening skills.
Teams are built on trust, leadership, cooperation, and open communication. This handout accompanied a presentation done at the New York Library Association conference in 2016.
Leadership & People-Are you the Problem or SolutionJamie Balkin
What is your organizations leadership style? Control or Support Does your organization define the type of leadership it wants? What does Leadership look like in action and how can it impact your organization and people?
This session will share how:
• Defining a purpose for an organization,
• Knowing your team and caring about what they care about,
• Utilizing people’s strengths and what they are passionate about,
• Defining leadership characteristics and
• creating a cohesive team drives an organization to success.
It will share how empowering multi-generations with leadership skills allow your organization to do more with less by creating an environment where staff are empowered to make the decisions necessary for your organization to thrive.
The discussion will share examples of how leadership of our 70-year old firm has evolved. The journey we have been on to prepare us for the future and the success we are enjoying from making these shifts in our culture.
It will touch on how creating an environment where Employee Leadership & Development aids with hiring and retaining the staff needed to succeed. It will help you understand:
• How you select people with potential?
• How you bring leadership out of people?
• How you train for leadership?
• What are some ways to help an employee develop into a leader?
13. Key Issues
Based on the analyses made, the following key issues are drawn.
• BNPL Financing is a type of short-term financing that allows consumers to make purchases and pay for them at a future date. It is becoming an increasingly popular payment option;
• BNPL has fully digital operating landscape that enables superior customer experience and business efficiency. Thus, it is expected to capture a significant portion of the market with strong growth prospect;
• Dashen Bank is the only bank that provides BNPL financing so far. However, as a substitute product Cooperative Bank of Ethiopia provide the Michu financing.
• Fin-tech and telecommunication companies that work in partnership with domestic banks are potential competitors to BNPL business that provide and facilitate digitized credit facility;
• The domestic experience revealed that:
o The eligibility for the service requires the customers age should be 18 years and above; have a monthly income, which they can prove from their employer or a business license in the case of business owners;
o The maximum spending limit on Dube Ale is currently set at Birr 700,000 and is determined at branches;
o Payments can only be made using the app, and withdrawals are not allowed;
o Customers charged a subscription, guarantee, and convenience fee; The maximum loan duration is 12 months;
o Interest Ranges from 2% to 2.5% on monthly basis;
o The customer should repay the previous credit first to get another credit and the credit can be paid fully or partially; and
o Charges vary depending on the credit period and if payment is made after the due date there will be a penalty fee.
• The market need assessment shows that there is a demand of BNPL financing and almost all interviewed sampled organizations were voluntary to give their employees information when requested by the bank;
• Majority of the sampled respondents prefer loan repayment through mobile banking and also most of the respondents prefer if the duration of loan repayment period up to a year and shall base on value of the purchased item;
• There are five BNPL financing models that are widely applicable. Partnering with Fin-tech to build BNPL solution and Rent out balance sheet are the best models that CBE can adopt right now. Furthermore, the Bank may entertain integrating installments in to credit cards. Acquiring a BNPL company and Rent a technology can also be adopted in line with the banks business model and when the need arise by the market;
• Currently, two local potential fin-tech companies EAGLELION System Technology (Dube Pay) and Seregela PLC approached and show an interest and signed memorandum of understanding to work with CBE through the two business models;
• The expected benefits of BNPL financing for the CBE are the loan is short term; it address the needs of credit access of retail customers; increase and diversify the credit portfolio; and the bank will have a special product that calls for and held its retail customer fr
The document discusses leadership in libraries. It covers topics like team building, leadership styles and theories, change leadership, and characteristics of library leadership. It provides an overview of a presentation given by Antonia Arahova of the National Library of Greece at an IFLA conference on the topic of whether a library leader is a "lonely rider" or an "inspirator" of their team. Key points discussed include leadership skills, team performance, quotes, and how the National Library of Greece is reinventing its leadership model.
The document discusses leadership in libraries. It covers topics like team building, leadership styles and theories, change leadership, and characteristics of library leadership. It provides an overview of a presentation given by Antonia Arahova of the National Library of Greece at an IFLA conference on the topic of whether a library leader is a "lonely rider" or an "inspirator" of their team. Key points discussed include leadership skills, team performance, quotes, and how the National Library of Greece is reinventing its leadership model.
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
This document provides information on leadership and coaching. It discusses why coaching is beneficial, as coaching can be customized, flexible, and provides accountability and continuity. Research shows coaching offers improved learning outcomes, motivation, and teaching strategies for students, as well as increased self-confidence, knowledge, and leadership for teachers and school leaders. Effective coaching focuses on goals, reality, options, will, tactics and habits. Leaders should develop a culture of coaching by focusing on principles, skills development, and internal coaching relationships to improve teaching and learning.
This document discusses leadership in libraries. It covers various leadership styles and theories, including trait theories, transformational leadership, and invitational leadership. It also discusses factors that influence leadership style, such as organizational culture and risk tolerance. Additionally, it examines characteristics of effective teams and team members, including different stages of team development. Key leadership concepts discussed include setting a clear vision, leading change effectively, and balancing productivity with employee well-being.
MENTORSHIP - The Ultimate Career Tool April 21rhenderson08
This document provides an overview of mentorship and how to develop an effective mentoring relationship. It defines what a mentor is, discusses the benefits of mentorship for career and personal development, and outlines different types of mentoring models. The document suggests asking yourself questions to determine if you are ready for a mentor and gives tips for finding the right mentor and making the most of the relationship. It provides examples of successful mentoring programs and statistics that show mentoring can help improve employee retention, promotion rates, and job satisfaction.
This document provides information about Shyleswari LHEP, a director and founder of an organization that provides leadership training, management development, and coaching solutions. For over 26 years, she has partnered with businesses, organizations, and academic communities to drive ideas, optimize performance, increase profits, foster breakthroughs, strengthen competencies, change culture, and develop leaders. She helps clients articulate their vision to empower those around them. The document outlines her expertise, qualifications, areas of specialization within coaching and training, curriculum design process, and upcoming workshop topics.
The document provides an overview of Appreciative Inquiry (AI), which is an organizational development methodology focused on identifying an organization's strengths and positive aspects to facilitate change. It discusses the key principles and 4-D cycle of AI, which includes discovery of an organization's positive core, dreaming about possibilities, designing the ideal organization, and destiny of implementing changes. The 4-D cycle is intended to unleash an organization's energy and potential for transformation. The document also shares examples of applying AI through appreciative interviews, identifying themes, and developing commitments and plans of action.
This document discusses several topics related to human behavior in educational management, including working with people, understanding human relations, the historical development of human relations, fundamental concepts of man, and social systems. It provides information on each topic through multiple paragraphs and emphasizes the importance of teamwork, cooperation, trust, and conflict resolution when working with people. The document also outlines key concepts such as the dimensions of individuality, attributes of human beings, and the functions of social systems like adaptation, goal attainment, integration, and pattern maintenance.
I just would like to share my presentation on Human Behavior in Educational Management.
Unfortunately I wasn't able to cite the references in my presentation. Hope this will help you with your report. Thank You!
The document discusses personal and team leadership. For personal leadership, it emphasizes developing clear vision, purpose, mission and values. It also stresses the importance of personal growth through continuous learning and developing plans for self-improvement. For team leadership, it defines a team as a group working interdependently towards shared goals. Effective team building requires role clarity, trust, commitment and empowering team members. It also discusses different types of teams and strategies for enhancing team performance.
This session will engage participants in ways to fully leverage the LPI® to drive behavior change in workshop participants and culture change in the organizations they lead. Beyond interpretation of the results, themes, and development plans, we’ll explore techniques to go deeper with individuals. In addition to sharing our own insights and experience, we’ll facilitate table discussions and best practice sharing on topics such as powerful questions, tapping into genuine motivation, dealing with resistance, and ways to reinforce behavior change.
Renee Harness is the founder of Harness Leadership, a Certified Master Facilitator of The Leadership Challenge®, and key developer of LPI® Coach Certificate Program. Working with leaders at every level of an organization, her goal is to engage, inspire, and involve people in making meaningful contributions to their work, their communities, and their worlds.
Amy Dunn is a member of Integris Performance Advisor’s consulting team and focuses on facilitation of The Leadership Challenge®, LPI® coaching, The Five Behaviors of a Cohesive Team®, talent management, and meeting design and facilitation. Amy’s greatest professional joy comes from optimizing talent – within individuals, teams, and organizations.
This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are
Similar to Provincial Collaboration: An Innovative Model for Healthcare Leadership Development (20)
Satisfying Spa Massage Experience at Just 99 AED - Malayali Kerala Spa AjmanMalayali Kerala Spa Ajman
Our Spa Massage Center Ajman prioritizes efficiency to ensure a satisfying massage experience for our clients at Malayali Kerala Spa Ajman. We offer a hassle-free appointment system, effective health issue identification, and precise massage techniques.
Our Spa in Ajman stands out for its effectiveness in enhancing wellness. Our therapists focus on treating the root cause of issues, providing tailored treatments for each client. We take pride in offering the most satisfying Pakistani Spa service, adjusting treatment plans based on client feedback.
For the most result-oriented Russian Spa treatment in Ajman, visit our Massage Center. Our Russian therapists are skilled in various techniques to address health concerns. Our body-to-body massage is efficient due to individualized care and high-grade massage oils.
The Importance of Black Women Understanding the Chemicals in Their Personal C...bkling
Certain chemicals, such as phthalates and parabens, can disrupt the body's hormones and have significant effects on health. According to data, hormone-related health issues such as uterine fibroids, infertility, early puberty and more aggressive forms of breast and endometrial cancers disproportionately affect Black women. Our guest speaker, Jasmine A. McDonald, PhD, an Assistant Professor in the Department of Epidemiology at Columbia University in New York City, discusses the scientific reasons why Black women should pay attention to specific chemicals in their personal care products, like hair care, and ways to minimize their exposure.
2024 Media Preferences of Older Adults: Consumer Survey and Marketing Implica...Media Logic
When it comes to creating marketing strategies that target older adults, it is crucial to have insight into their media habits and preferences. Understanding how older adults consume and use media is key to creating acquisition and retention strategies. We recently conducted our seventh annual survey to gain insight into the media preferences of older adults in 2024. Here are the survey responses and marketing implications that stood out to us.
Ensure the highest quality care for your patients with Cardiac Registry Support's cancer registry services. We support accreditation efforts and quality improvement initiatives, allowing you to benchmark performance and demonstrate adherence to best practices. Confidence starts with data. Partner with Cardiac Registry Support. For more details visit https://cardiacregistrysupport.com/cancer-registry-services/
Cyclothymia Test: Diagnosing, Symptoms, Treatment, and Impact | The Lifescien...The Lifesciences Magazine
The cyclothymia test is a pivotal tool in the diagnostic process. It helps clinicians assess the presence and severity of symptoms associated with cyclothymia.
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Basics of Electrocardiogram
CONTENTS
●Conduction System of the Heart
●What is ECG or EKG?
●ECG Leads
●Normal waves of ECG.
●Dimensions of ECG.
● Abnormalities of ECG
CONDUCTION SYSTEM OF THE HEART
ECG:
●ECG is a graphic record of the electrical activity of the heart.
●Electrical activity precedes the mechanical activity of the heart.
●Electrical activity has two phases:
Depolarization- contraction of muscle
Repolarization- relaxation of muscle
ECG Leads:
●6 Chest leads
●6 Limb leads
1. Bipolar Limb Leads:
Lead 1- Between right arm(-ve) and left arm(+ve)
Lead 2- Between right arm(-ve) and left leg(+ve)
Lead 3- Between left arm(-ve)
and left leg(+ve)
2. Augmented unipolar Limb Leads:
AvR- Right arm
AvL- Left arm
AvF- Left leg
3.Chest Leads:
V1 : Over 4th intercostal
space near right sternal margin
V2: Over 4th intercostal space near left sternal margin
V3:In between V2 and V4
V4:Over left 5th intercostal space on the mid
clavicular line
V5:Over left 5th intercostal space on the anterior
axillary line
V6:Over left 5th intercostal space on the mid
axillary line.
Normal ECG:
Waves of ECG:
P Wave
•P Wave is a positive wave and the first wave in ECG.
•It is also called as atrial complex.
Cause: Atrial depolarisation
Duration: 0.1 sec
QRS Complex:
•QRS’ complex is also called the initial ventricular complex.
•‘Q’ wave is a small negative wave. It is continued as the tall ‘R’ wave, which is a positive wave.
‘R’ wave is followed by a small negative wave, the ‘S’ wave.
Cause:Ventricular depolarization and atrial repolarization
Duration: 0.08- 0.10 sec
T Wave:
•‘T’ wave is the final ventricular complex and is a positive wave.
Cause:Ventricular repolarization Duration: 0.2 sec
Intervals and Segments of ECG:
P-R Interval:
•‘P-R’ interval is the interval
between the onset of ‘P’wave and onset of ‘Q’ wave.
•‘P-R’ interval cause atrial depolarization and conduction of impulses through AV node.
Duration:0.18 (0.12 to 0.2) sec
Q-T Interval:
•‘Q-T’ interval is the interval between the onset of ‘Q’
wave and the end of ‘T’ wave.
•‘Q-T’ interval indicates the ventricular depolarization
and ventricular repolarization,
i.e. it signifies the
electrical activity in ventricles.
Duration:0.4-0.42sec
S-T Segment:
•‘S-T’ segment is the time interval between the end of ‘S’ wave and the onset of ‘T’ wave.
Duration: 0.08 sec
R-R Interval:
•‘R-R’ interval is the time interval between two consecutive ‘R’ waves.
•It signifies the duration of one cardiac cycle.
Duration: 0.8 sec
Dimension of ECG:
How to find heart rhytm of the heart?
Regular rhytm:
Irregular rhytm:
More than or less than 4
How to find heart rate using ECG?
If heart Rhytm is Regular :
Heart rate =
300/No.of large b/w 2 QRS complex
= 300/4
=75 beats/mins
How to find heart rate using ECG?
If heart Rhytm is irregular:
Heart rate = 10×No.of QRS complex in 6 sec 5large box = 1sec
5×6=30
10×7 = 70 Beats/min
Abnormalities of ECG:
Cardiac Arrythmias:
1.Tachycardia
Heart Rate more than 100 beats/min
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Provincial Collaboration: An Innovative Model for Healthcare Leadership Development
1. Provincial Collaboration:
An Innovative Model for Healthcare
Leadership Development
• Khwezi Mbolekwa – Regional Director, O.D. & Engagement , NHA
• Marion Olynyk - Director, Strategic Human Resources, PHSA
2. Session Objectives
• Share our learning of the collaborative
journey
• Reflect on what collaboration means to you
• Determine what elements are critical for
collaboration
7. Collaboration
• Collaboration requires a number of elements to
be successful.
• In team work, collaboration is assumed and
requires trust, respect, clear roles, and effective
communication.
9. How Collaborative has evolved
National Collaboration
Collaboration w/Ministry of Health
Collaborating as a Line of Business
Participant Collaboration
Individual Leadership
10. Collaboration: Engagement
realized
As a team, we are committed to
learning from each other, exploring
new research and leading practices
as we push our thinking beyond
today.
We flourish because each person fully
contributes and holds themselves open to
all ideas. We are accountable to speak up,
name issues and be clear about our
“stands”.
In our decision making
we respect each others’
challenges and stands
and make every effort to
find a common solution
so that we “leave no
person behind”.
11. Results
“I was going to leave (my HA) but found a
mentor who helped guide me; and I stayed”
--Mentoring LINX
“I have begun to develop new skills for
navigating the multidisciplinary workplace
dynamics and politics”
--Mentoring LINX
“Being a part of Transforming
LINX Guiding Coalition is a
opportunity for me to stretch
my collaborative muscles”
--Transforming LINX
“These were the
missing skills and now
that I have them I’m
prepared to lead my
staff in a more powerful
way”
--Experience LINX
15. Possible Triad/ Group Questions
to be answered in groups or tirads
Element: Healthy Climate
1. I know I am trusted when...
2. I know I work in a team based on trust
when...
3. I know I am respected when...
16. Possible Triad/ Group Questions
Element: Shared Leadership
When working in a Collaborative initiative,
Khwezi - add questions?
17. Closing Challenge to Participants
Element: Shared Learning
How do you contribute to creating a trusting,
respectful, team-based environment?
What growth opportunities do you have?
What commitments will you make today to put in
place tomorrow?
Editor's Notes
Individually – present, engaged
Collaborate - as HA reps,
Collaborate - as product developer – “design centrally, deliver locally”
Collaborate - With other partners - MOH, HEABC
Nationally – CCHL , CHL Net – share the wealth, contribute to the leadership commonwealth
No person also applies to the HA
Engagement allowed our collaboration to occur and evolve to what it is now
Quotes from program evaluations
Add CoreLinx quote (talk to Peter or Francis_
Collaboration is very time intensive, effort intensive, exhausting, and full of opportunities of differences that need to be bridged - need for clear language, transparency, authenticity, presence, and integrity
We have talked through our differences (walking the cube using Bushe’s awareness cube OTFW)
Only if it makes sense
Being aware of getting comfortable with being uncomfortable
Knowing when you no longer mean yes and when you really do mean yes
Being open to discuss and engage in the conversation