Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
Developmental conversations are critical for short-term change, but when it comes to reaching long-term goals, traditional leadership development practices can come up short.
To support an executive in their commitment to lasting, impactful change or the achievement of major, lifelong goals, coaches must dig deeper to examine the core drivers – usually subconscious – that have steered the client to their current path. Further, you must help your client uncover whether these deep-seeded drivers are helping or hindering their ability to achieve their goals, and support them in making any changes required of them.
Such broad and deeply personal conversations can be challenging, but with the right tools, they can lead to your most impactful and rewarding engagements.
In this 60-minute session, we will explore the concepts you must understand in order to take your coaching of senior executives to greater depths, including:
- Strategies for achieving long-term goals rather than quick wins
- Opening up the conversation to include an individual’s personal, as well as professional, motivations
- The benefits of a directional approach in support of a developmental approach
- Supporting the client as they challenge themselves, recognize internal contradictions, and question their own assumptions
- Selecting and understanding the assessment tools available for exploring personal drivers
Join MRG’s David Ringwood to explore how you can broaden the coaching conversation with senior executives to support them in making choices that will have a lasting, life-long impact.
Mindsets are the belief systems that each individual holds, influencing their thoughts, actions and words in both the personal and professional realms. Just as an open and inquisitive mindset can support development, a constraining mindset can hinder it.
The good news: mindsets may be deeply rooted, but they are not unchangeable. Developing the self-awareness to recognize one’s own mindset is challenging, but it’s critical to stimulate lasting, meaningful growth.
This 60-minute session will give you the tools to:
- Understand what a mindset is and how it impacts behavior and reinforces itself
- Assess and uncover aspects of a client’s mindset that could be hindering development
- Begin the conversation about considering a change to personal mindset
- Support clients in shifting and developing their mindsets to create positive momentum
Join Tricia Naddaff, MRG President, for a stimulating one-hour session filled with practical strategies that will broaden your coaching toolkit.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we will explore:
- The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
- How motivation can manifest in our lives - in ways that may help us or challenge us
- The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact.
This essay is primarily formed to describe that what is meant by the strength based
leadership and what will be their advantage and the disadvantage. This will cover, firstly a brief
description of strength and its definition. Later on, discussion raised by Gallup in favor of
focusing on employee strength and Kaiser & Kalpan denying to put more emphasis on strength
as it become weakness will be discussed and justified (Brook and Brewerton, 2006).
Further, both advantage and the disadvantage of following topic will be discussed in
detail. At last, conclusion will be drawn that whether leadership based on strength has more
advantage than disadvantage (Brook and Brewerton, 2006).
What leads to personal and professional fulfilment? It's a question everyone wants to know the answer to.
Here, we discuss MRG’s research on the motivational, life architecture, and quality of life factors to see what we can predict about individual satisfaction and dissatisfaction.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
Developmental conversations are critical for short-term change, but when it comes to reaching long-term goals, traditional leadership development practices can come up short.
To support an executive in their commitment to lasting, impactful change or the achievement of major, lifelong goals, coaches must dig deeper to examine the core drivers – usually subconscious – that have steered the client to their current path. Further, you must help your client uncover whether these deep-seeded drivers are helping or hindering their ability to achieve their goals, and support them in making any changes required of them.
Such broad and deeply personal conversations can be challenging, but with the right tools, they can lead to your most impactful and rewarding engagements.
In this 60-minute session, we will explore the concepts you must understand in order to take your coaching of senior executives to greater depths, including:
- Strategies for achieving long-term goals rather than quick wins
- Opening up the conversation to include an individual’s personal, as well as professional, motivations
- The benefits of a directional approach in support of a developmental approach
- Supporting the client as they challenge themselves, recognize internal contradictions, and question their own assumptions
- Selecting and understanding the assessment tools available for exploring personal drivers
Join MRG’s David Ringwood to explore how you can broaden the coaching conversation with senior executives to support them in making choices that will have a lasting, life-long impact.
Mindsets are the belief systems that each individual holds, influencing their thoughts, actions and words in both the personal and professional realms. Just as an open and inquisitive mindset can support development, a constraining mindset can hinder it.
The good news: mindsets may be deeply rooted, but they are not unchangeable. Developing the self-awareness to recognize one’s own mindset is challenging, but it’s critical to stimulate lasting, meaningful growth.
This 60-minute session will give you the tools to:
- Understand what a mindset is and how it impacts behavior and reinforces itself
- Assess and uncover aspects of a client’s mindset that could be hindering development
- Begin the conversation about considering a change to personal mindset
- Support clients in shifting and developing their mindsets to create positive momentum
Join Tricia Naddaff, MRG President, for a stimulating one-hour session filled with practical strategies that will broaden your coaching toolkit.
Whether a career transition is driven by circumstances or by choice, it’s always an important step. These moments represent an opportunity to advance your career, to achieve greater levels of success in whatever way you define it, and to establish a career direction that is aligned with what you find most personally rewarding.
Many people fail to invest adequately in thinking about their career choices and what will work for them in the longer term.
Understanding what motivates us can provide a greater degree of confidence in the career choices we are making and a clear set of criteria against which we can measure the quality and relevance of job opportunities.
In this webinar, we discuss how incorporating an individual's motivation into career transition coaching can help them make their next choice with greater intention, setting them up for success
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
The motivational predispositions we possess inform the way we experience the world – and they are with us through good times and bad. Developing a deeper awareness of our motivational drivers can help us with the essential and difficult work of self-regulation: making conscious choices to manage our emotional impulses and respond more objectively (and productively) to life’s challenges.
In this webinar, we will explore:
- The fundamentals of motivation: recognizing our drivers, as well as their complexities and contradictions
- How motivation can manifest in our lives - in ways that may help us or challenge us
- The cycles of reaction: identifying what our sensitivities are, how we react, and what we can do to mitigate their impact.
This essay is primarily formed to describe that what is meant by the strength based
leadership and what will be their advantage and the disadvantage. This will cover, firstly a brief
description of strength and its definition. Later on, discussion raised by Gallup in favor of
focusing on employee strength and Kaiser & Kalpan denying to put more emphasis on strength
as it become weakness will be discussed and justified (Brook and Brewerton, 2006).
Further, both advantage and the disadvantage of following topic will be discussed in
detail. At last, conclusion will be drawn that whether leadership based on strength has more
advantage than disadvantage (Brook and Brewerton, 2006).
What leads to personal and professional fulfilment? It's a question everyone wants to know the answer to.
Here, we discuss MRG’s research on the motivational, life architecture, and quality of life factors to see what we can predict about individual satisfaction and dissatisfaction.
Strengths-based Leadership Development
The Extraordinary Leader
Competency Model
360 Assessment
How Extraordinary Leaders increase employee engagement, customer satisfaction and bottom-line profitability.
Leaders at all levels.
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Find out the right job fit for your people with the new DISC job fit assessment. Also find out what drives your team to do what they do by including the DISC motivators assessment.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
In October 2016 I received a call, "Hey dude, I don’t know nothing about Agile, but I need to become an Agile coach a-s-a-p – my company just got a new contract." I laughed for a second, explained that it takes a bit longer than a week to learn to coach, and wished him luck. I also knew that, shortly, he would be walking into his customer's office in this new role.
Agile Coach is the new black! But how can you, a good coach, stand out from the crowd of less competent peers? This presentation explores the science of coaching and the ways in which it works. We start with concepts of neuroplasticity and the brain processes of creating new neuron pathways. Then we move to motivation and learn which type is the best. Finally, we finish with the discussion on brain activation states which we practice in a few short exercises. By understanding the new field of coaching psychology, you will become a better practitioner.
The presentation contains a summary of studies on Growth vs. Performance culture in an organization based on Harvard Business Review and online journal articles.
Strengths-based Leadership Development
The Extraordinary Leader
Competency Model
360 Assessment
How Extraordinary Leaders increase employee engagement, customer satisfaction and bottom-line profitability.
Leaders at all levels.
Deck focuses on the values of a strengths-based approach to leadership, ways to assess individual strengths, and using strengths to achieve desired business outcomes.
How do we transform every leader into a compassionate leader?
In this one-hour webinar, we explore what new research reveals about compassionate leaders, and provide you with tools to support leaders in learning to actively demonstrate compassion.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Find out the right job fit for your people with the new DISC job fit assessment. Also find out what drives your team to do what they do by including the DISC motivators assessment.
Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision.
Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all.
The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
In October 2016 I received a call, "Hey dude, I don’t know nothing about Agile, but I need to become an Agile coach a-s-a-p – my company just got a new contract." I laughed for a second, explained that it takes a bit longer than a week to learn to coach, and wished him luck. I also knew that, shortly, he would be walking into his customer's office in this new role.
Agile Coach is the new black! But how can you, a good coach, stand out from the crowd of less competent peers? This presentation explores the science of coaching and the ways in which it works. We start with concepts of neuroplasticity and the brain processes of creating new neuron pathways. Then we move to motivation and learn which type is the best. Finally, we finish with the discussion on brain activation states which we practice in a few short exercises. By understanding the new field of coaching psychology, you will become a better practitioner.
The presentation contains a summary of studies on Growth vs. Performance culture in an organization based on Harvard Business Review and online journal articles.
20 - 40% of performance is determined by the quality of people’s relationships, yet there are no tools that allow relationships to be predicted and forecast
A growing number of websites provide ways to see how many times research and teaching materials have been cited, viewed, downloaded, and shared with others. Learn how to tell a story about the scholarly and social impact of your work using both traditional and alternative metrics when documenting accomplishments in CVs, dossiers, and funding applications. This hands-on session will include finding and interpreting metrics in Google Scholar, Scopus, ImpactStory.org, ResearchGate, and more.
Argos Experience is an urban kiosk based ordering store where customers can purchase products to be shipped directly to their home. The store includes many LCD displays and features a staff of in-store experts. In-store advertising focuses on the discounts offered only from purchasing at the Argos Experience location.
Address: 189-197 Old Street London EC1V 9JS
Social Insights: The High Street RevolutionBrandwatch
James Finch, Customer and Digital Insight Manager, at Argos, speaks alongside Sean Smith, Head of Account Management for Brandwatch about the digital high street revolution. Using Brandwatch the retailer monitored the impact of their new digital store with customers.
Are you comfortable being the boss? Many business owners and managers are not comfortable leading and managing people. They are not sure what to do or how to do it. An effective boss is one who helps their people improve their performance and productivity. Learn how to turn your good employees into great employees, producing better and more consistent results. When your people grow, your business will grow. It is time to feel comfortable as the boss.
Argos & Shutl: putting the rocket into retailGuy Westlake
Presentation given at The Retail Conference, 21st September 2011.
Presenters: Tom Allason (Founder & CEO, Shutl) and David Tarbuck (Multichannel Operations & Development Manager, Argos).
Social Insights: The high street revolutionPure360
Social Insights: The High Street Revolution
Using social data to capture customer feedback has allowed Argos to apply changes to their digital stores and gain insight into public reaction. Customer and Digital Insight Manager James Finch will explain how social intelligence is transforming the high street.
For Super Entrepreneurs,
In my eyes, everyone can learn from superheroes and maybe even become one.
Being a superhero is not about doing extraordinary things, but it is about doing ordinary things in an extraordinary way!
Being a boss is hard. People don't naturally wish to have one. And not everyone aspires to be one. But most people are anxious to follow a good leader, and most organizations live and die on the quality of the leaders who run them. See how you stack up with these 10 traits. I have given a reference point for good bosses as well so you can assess if you are truly hitting the mark or if perhaps your people are just being nice when they say you're amazing.
6 Tips To Become The Best Version Of Yourself Dr Gary Tho
The road to self-growth will be bumpy but every hump is not only necessary but will be worth it too. You just have to remember that success differs from person to person so you have to figure out what success means to you in order to figure out which path to take. Nevertheless, there are vital factors that you need to know to achieve your goal.
A #Happy #Employee Is A #Productive #EmployeesVietnamWorks
#Happiness Can #Boost #Employee #Productivity By 10 Percent. #VietnamWorks gives you #leaders 10 #Tips to Keep #Employees Engaged, #Happy, #Productive, and #Loyal to an #Organization
Building a Human Resources Program for VeterinariansOculus Insights
Dr Mike Pownall and Katie Ardeline presented a full day session during the Oculus Insights 2017 EU Summits in Amsterdam on creating a Human Resource Program for any type of veterinary practice.
Theories Content and Process Content Theories deal.docxssusera34210
Theories
Content and Process
Content Theories deal with “what” motivates people and it is
concerned with individual needs and goals.
• Maslow, Alderfer, Herzberg and McCelland studied
motivation from a “content” perspective.
Process Theories deal with the “process” of motivation and is
concerned with “how” motivation occurs.
• Vroom, Porter & Lawler, Adams and Locke studied
motivation from a “process” perspective.
Traditional Motivation Theories
MASLOW ALDERFER HERZBERG McCLELLAND
Hierarchy of needs is
the most well known
theory of motivation.
It emphasizes in
human being’s five
needs:
• Physiological
• Safety
• Social
• Esteem
• Self-Actualization
ERG Theory
Clayton Alderfer
simplified Maslow’s
theory by
categorizing hierarchy
of needs into three
categories:
• Existence Needs
(1 & 2)
• Relatedness
Needs (3)
• Growth Needs (4
& 5)
Two-Factor Theory
Also called
motivation-hygiene
theory.
Intrinsic Factors –
seem to be related to
job satisfaction
• Advancement
• Recognition
• Responsibility
• Achievement
Extrinsic Factors –
• Supervision
• Pay
• Company Policies
• Working
conditions
Note: The opposite of
satisfaction is not
dissatisfaction.
Theory of Needs
This theory focuses in
three needs:
• Achievement
• Power
• Affiliation
High achievers
perform best when
they perceive their
probability of success
as 50-50. They like to
set goals that require
stretching themselves
a little.
Traditional Motivation Theories
McGREGOR
Theory X and Y
Manager’s view of the nature of human beings is
based on certain grouping of assumptions, and the
person tends to mold the behavior toward
employees according to those assumptions.
Theory X – Negative
• Dislike work
• Need cohersion
• Need Control
• Threatened with punishment
Theory Y – Positive
• Work is natural
• Self-direction
• Self -control
Modern Motivation Theories
DECI & RYAN LOCKE BANDURA VROOM
Self-Determination
Theory
Edward L. Deci and
Richard M. Ryan
proposed that people
prefer to feel they
have control over
their actions.
Therefore, anything
that makes a
previously enjoyed
task feel more like an
obligation than a
freely chosen activity
will undermine
motivation.
Goal-Setting Theory
Edwin Locke
proposed that
intentions to work
toward a goal are a
major source of work
motivation.
It is a cognitive
approach, proposing
that an individual’s
purposes direct his or
her action.
Self-Efficacy Theory
Albert Bandura
defined four
characteristics:
• Enactive Mastery
(gaining relevant
experience with the
task or job)
• Vicarious modeling
(the person is more
confident because
sees someone else
doing the task)
• Verbal Persuasion
(the person is more
confident knowing
that has the skills)
• Arousal (an
energized state
driving a person to
complete the task)
Expectancy Theory
Victor Vroom argued
that the strength o ...
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
My presentation at the 5th Bursa Management Conference in December 2012. The conference is organised by the Bursa Chamber of Commerce and Industry (BTSO) and Peryon (the HR association).
The High EQ Leader: How Emotional Intelligence Can Impact Your OrganizationBizLibrary
A few years ago, feeling and showing emotions could be signs of a weak leader. But in recent years, and especially in the wake of a worldwide crisis, being able to connect to one’s emotions and the emotions of others is one of the greatest predictors of success for leaders and their organizations. Leaders who continually develop their emotional intelligence (EQ) are able to better navigate themselves and their teams through challenging situations like having difficult conversations, layoffs, low employee engagement, high turnover, and more.
Join us for this complimentary webinar, and we’ll help you get started with a development plan for your leaders, managers, and key employees to help improve EQ across your organization, proving that understanding emotions is the key to long-term leadership and organizational growth.
During this interactive webinar, you’ll learn:
How to identify the four facets of emotional intelligence in leaders
Strategies to improve leaders’ self-awareness, in turn improving their teams’ engagement and productivity
How to create an EQ development plan for your entire organization
This presentation helps managers develop coaching strategies that bring out the best in their employees, by understanding the psychological needs that people bring to the workplace.
This presentation helps managers develop coaching strategies that bring out the best in their employees, by understanding the psychological needs that people bring to the workplace.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Would it be a benefit to your
organization if you could improve
productivity?
• 70 % of organizations
believe their performance
management programs
are average or below
average
3. Organizations that do goals reviews
quarterly – or even more often are:
• 50 % more likely to have
above average customer
satisfaction
• 65% more likely to be effective
at controlling costs than
organizations that revise goals
only once a year
4. For performance management to be
effective employees must have a clear
understanding of what is expected of them,
yet…
• Nearly 50% don’t know
what is expected of them
• The average employee
spends 50% of their time
on non-productive work
5. How does your organization function?
• Poor behavior issues?
• Trust, respect,
productivity and/or
morale could improve?
• Emotions sometimes
hard to control from
frustration or anger?
• Crisis mode…putting out
fires a lot?
6. Why is a deeper understanding good?
How can we improve and excel?
Do leaders need to be trusted and
respected…
– from higher ups?
– from customers?
– from subordinates?
Do you know a leader who isn’t trusted?
How does that work?
7. Our Objectives
• Learn why and how to change poor behavior without
compromising morale and productivity
• Learn to build trust and respect as a leader
• Learn the importance of controlling your emotions at
work
• Learn to be compassionate in dealing with conflict
• Learn how to manage your time to stay out of crisis
mode, prevent problems from occurring, and
improve your knowledge base
8. ChangingBehavior
“You can’t talk yourself out of a
problem you behaved yourself into.
You can restore trust through
credibility and behavior.” Adapted from Stephen Covey
9. ChangingBehavior • What happens when we are too hard
on employees?
• What happens when we are too easy
on them?
• What if there is more to the story than
we know about?
10. ChangingBehavior • Address specific behavior
– Facts only, who, what, where, when
– No opinions, no speculation
• Explain why
– Impact of their actions on individuals, team, organization
• Clarify expectations
– Expected behavior must be very clear
– Allow for input, questions, clarification
– Ask them to describe expected behavior
• Listen
– EAP, Developmental needs, Resources
11. ChangingBehavior • What is empowerment?
• How does empowerment affect the
workplace?
• Who would like their employees to be
– Self-motivated?
– Conscientious?
– Productive?
– Happy?
12. ChangingBehavior
A Leader Cannot
Motivate Anyone
A leader can help in creating an
environment where people are more
likely to motivate themselves.
Susan Fowler - Senior Consulting Partner at The Ken Blanchard Companies
& Author of “Why motivating people doesn't work...And what does”
14. ChangingBehavior
What is Intrinsic Motivation?
• Autonomy = Empowered
• Mastery = Competence
• Purpose = Big Picture
Adapted from Daniel Pink’s Best Selling Book “Drive”.
15. ChangingBehavior Benefits that motivate employees?
Higher Salary vs. Comprehensive Health Benefits
• 75% of employees prefer good health coverage vs. higher salary
• How much was it worth?
– An extra $11,000 in yearly salary to give up medical benefits
What do employees really want from
managers?
• 92% say honesty from the organization
• 89% trust from supervisors
• 87% fair opportunities for advancement
• 25% emotional support
• 20% flexible schedules
• 15% family-friendly programs
• 3% widespread friendship and socialization with colleagues
• 2% explanations from upper management of the company’s long-term
goals
Adapted from http://www.hrbenefitsalert.com/
16. ChangingBehavior
What is a Coach?
• Situational*
• Developmental*
• Coaching Change
1. Pre-contemplation
2. Contemplation
3. Preparation
4. Action
5. Maintenance
* Ken Blanchard – The Ken Blanchard Companies
17. ChangingBehavior Coaching Employees?
• Questions equal Empowerment
– Do you feel more empowered when doing
…what someone told you to do
…what someone told you needs to be done
…what you decided you should do
…what you decided needs to be done
19. ChangingBehavior
Good Coaching
1. Keen observation
2. Powerful inquiry
3. Active listening with clarity
4. Responding tactfully
Bad Coaching
1. Diagnosing problems
2. Analyzing past behaviors
3. Offering solutions or advice
4. Imposing decisions
Coach vs. Consultant vs. Therapist
20. BuildingTrust&Respect Trends in High Performing Organizations
FOCUS ON…
Your People
Transparency
Collaboration
Engagement
5 Major Insights
1. Economy improving with trust in leadership
2. Transparency from leaders about improvements
3. Involvement of employees in company affairs
4. Engagement skyrocketing
5. Leaders “Walking the Talk”
Adapted from Interaction Associates and the Human Capital Institute (HCI) Research Study
21. BuildingTrust&Respect
Employee perceptions of:
• fairness in dealing with diverse
customers and employees
Murat Philippe, director of
workforce consulting
services, Avatar Solutions,
Chicago, Sept. 10, 2015.
Employee perceptions of:
• job satisfaction
• career development and
recognition
• co-worker satisfaction
• supervisory satisfaction
• organizational effectiveness
…is at the root of the relationship
30. BuildingTrust&Respect
Developing Individuals:
• Always ask a question before providing feedback.
See if they are open to suggestions before offering advice.
3 Steps to Ownership:
1. Share positive attributes
2. Share opportunities for
improvement
3. Ask if they agree “Avoid the
power over
differential”
31. BuildingTrust&Respect Trends in High Performing Organizations
5 Top Leadership Actions
1. Set employees up for success
(i.e. tools, resources, learning opportunities)
2. Provide adequate information around decisions
3. Seek input prior to making decisions
4. Consistently act in alignment with company values
5. Give employees inspiring, shared purpose to work
toward
Adapted from Interaction Associates and the Human Capital Institute (HCI) Research Study
32. BuildingTrust&Respect Trends in High Performing Organizations
Priorities of these organizations (HPOs)
1. Focus on customer loyalty
2. Attraction, deployment and development of talent
3. Consistent execution of strategy
4 most effective traits appreciated in leaders
1. Optimism and confidence
2. Continually aligned with organizational values
3. Acknowledging team and individual performance
4. Being an effective communicator
Adapted from Interaction Associates
and the Human Capital Institute (HCI)
Research Study
33. BuildingTrust&Respect I'm not concerned
with your liking or
disliking me. All I
ask is that you
respect me as a
human being.
- Jackie Robinson
“Treat everyone with
respect…You don't have to
respect someone in order to
treat them with respect.”
- Brad Worthley
35. BuildingTrust&Respect
“How an Accounting
Firm Convinced Its
Employees They Could
Change the World”
Harvard Business Review 10/6/15,
by Bruce Pfau, PhD., Vice Chair of KPMG
Human Resources and Communications
Engagement Video
36. ControllingEmotions Do our emotions control us?
Reacting with emotions can hand control over to others
1. Time out from the situation (still urgent but without immediacy)
2. Reflection (think it over while timing out)
3. Left brain it
Left brain - logical, analytical, objective
Right brain - intuitive, thoughtful, subjective
What other ways to control emotions?
• Assertiveness – stay out of the Drama Triangle
• Verbal Judo – use tactful words
• Coaching – ask questions to clarify
Should you hire for Personality or Attitude?
37. Pattern of Conflict
Drama
Triangle
Persecuto
r
Victim
Rescuer
Nonassertive, inadequate,
helpless, sad, scared, guilty,
I’m NOT OK. Stress or low
self-esteem attracts rescuers
or persecutors.
Aggressive,
attacking, direct or
indirect sabotage,
angry, righteous,
superior…Makes
victims feel they
are NOT OK!
Nonassertive or
aggressive, won’t say
“NO”, assumes
superiority over victim.
ControllingEmotionsHowdoesAssertivenesskeepyououtoftheDramaTriangle?
Adapted from Karpman MD, Steven (1968). The Karpman Drama Triangle
38. ControllingEmotions
Words and phrases to eliminate
‘you know’…‘maybe’…‘kind of’…‘sort of’…‘only’…‘just’…‘I guess’
Avoid exaggerations and negative judgments
“Those idiots never do it right the first time!”
“These inaccuracies are happening too often!”
Polite Commands or Direct Requests
“Would you mind doing this so I can get to my meeting on time?”
(only asks the person to consider doing it – does not ask them to do it)
“Will you please do this so I can get to my meeting on time?”
39. 4 Steps to Influence Responsibility and Self-Confidence
1. Give them a responsibility
You will be the judge of how important the task, start small!
2. Trust them to carry it out, with some direction and positive
coaching
3. Allow them to fail without coaching or ridicule. Express empathy!
4. Turn right around and give them the same responsibility all over
again with little guidance
Implication that they are capable of figuring it out on their own. People learn
from their mistakes and they will learn also.
REPEAT…with bigger responsibility
ReducingConflict Using Compassion…
Foster Cline, MD and
Jim Fay, “Parenting with
Love and Logic”
40. Help them draw strength from their strengths…
1. What are they best at?
2. Give them strength for other tasks they don’t do so
well.
Encourage them to do other tasks like the things they do
best…same passion, commitment, resourcefulness.
3. Ask them how you might be able to help.
4. Never take something away they do well until they
improve greatly in things they don’t do well.
Leads to discouragement that they can’t do anything well
except what they are no longer tasked with.
ReducingConflict Using Compassion…
Adapted from Foster Cline, MD and Jim Fay, “Parenting with Love and Logic”
41. Learning how to say NO!
1. Say “NO” as seldom as possible.
Don’t use the word if you don’t need to.
2. Say no as much as necessary.
Use the word only if you must.
3. Mean business when you do say “NO”!
ReducingConflict Using Compassion…
Adapted from Foster Cline, MD and Jim Fay, “Parenting with Love and Logic”
42. Asking questions without
interrogating
“It seems to me that…”
“I’ve noticed… Do you have any thoughts
on that?”
“I’m pleased that you did well on… What
did you think about it?
ReducingConflict Using Compassion…
Adapted from Foster Cline, MD and Jim Fay, “Parenting with Love and Logic”
43. Time Management Matrix
Your organization’s Vision or Mission
Statement clarifies:
• What is most important
• What gives the organization meaning
• Purpose for being
Important activities support your vision,
values and department goals
Activities are urgent if you or others feel
they require immediate attention
TimeManagement
Adapted from Steven Covey’s 7 Habits of Highly Successful People.
44. Time Management Matrix
Not UrgentUrgent
ImportantNotImportant
I II
III IV
ACTIVITIES:
• Some interruptions
• Some phone calls
• Some meetings
ACTIVITIES:
• Prevention
• Production capability
activities
• Relationship building
• Coaching and developing
• Exercise
ACTIVITIES:
• Crises
• Pressing problems
• Deadline driven
projects
ACTIVITIES:
• Busy work
• Junk mail
• Some phone calls
• Time wasters
• Personal emails
Adapted from Steven Covey’s 7 Habits of Highly Successful People.
45. Avoiding Crisis Mode…
Managing your emotional energy
My Emotional Energy
Unmanaged
Finding what's wrong with the world
Strategic focus /how can we fix it?
TimeManagement
My Emotional Energy
Managed
Observing how things are changing
Making legitimate efforts to manage the change
Coaching and Directing Employees
Adapted from Foster Cline, MD and Jim Fay, “Parenting with Love and Logic”
46. 3 Principles to help you “bite your tongue”
…and use tactful language
1. If it’s not an emergency it doesn’t have to be handled right then.
“Can we meet tomorrow about this issue, I have an opening at 2pm?
2. Generally speaking, the more emotional the situation the more
important it is to gather your thoughts, make notes and be
prepared for the discussion.
Decide what you plan to say ahead of time and envision how you will say it and
what questions you will ask for buy-in and clarification.
3. Discuss it with someone before you decide what to do.
Allow time to leave the “emotional state” and enter the “thinking state”.
TimeManagement Reducing / Preventing Problems…
Adapted from Foster Cline, MD and Jim Fay, “Parenting with Love and Logic”
47. 1. Improve your knowledge base…
Schedule yourself time to read related articles, books or
attend seminars or webinars. “Always learning, always
growing”
2. Plan your morning, afternoon, day, week, month,
quarter
3. Plan physical time
4. Plan mental time
TimeManagement Take time for yourself…
Adapted from Steven Covey’s 7 Habits of Highly Successful People.
48. Mindfulness
– the opposite of multitasking –
…Focused, more productive, fewer mistakes –
achieved through a few minutes of daily
meditation.
STOP = Stop; Take a break; Open up, soften
observe; Proceed
TimeManagement Take time for yourself…
Adapted from Steven Covey’s 7 Habits of Highly Successful People.
57. • Don’t expect an overnight transformation
• You’ll quickly get discouraged. Take it one step at a time
• Don’t go back to the old status quo
• Apply something you’ve learned today
What really stood out for you that you
could implement next week?
Reality Things to remember…