In almost all premier institutions, especially the Indian Institutes of Management, the face-to-face selection process has an important segment called - WAT or AWT, where they evaluate the ability of the candidates. This process explores not only the awareness of the topics, but also the ability to write cogent and compelling essay on the issue at hand. This presentation shares the salient points to be kept in mind to write this compelling essay!
Life is all about knowing oneself and discovering what more I can do. The possibilities are infinite, the learning avenues infinite, the explorations are infinite, the applications are infinite…the potential is infinite. The more we dig within, the more we discover. So the journey of life is all about unearthing the INFINITE within. It is the JOURNEY OF INFINITY!
Dream It! Do It! – Dare to dream. It is all about the grit and determination with which each one overcomes all the handicaps to succeed in life; We chronicle here about personalities who have become inspirations by their dint of courage and valor, both mentally and physically, to prove what a human being can really achieve.
The common phrase go outside of your comfort zone only offers a temporary way to break old and form new habits. I have another suggestion on how to break away from the familiar and venture into new territory.
Doorbreken naar groei is een hot topic voor veel bedrijven.
Vaak is er een andere aanpak nodig om versneld het groeiproces in te zetten. Dit gaat moeilijk van binnenuit.
Daarom zijn er de doorbraakmanagers. Zij helpen met de doorbraak op een hands on en resultaat gerichte manier.
Dit doen ze samen met de ondernemer.
DeBoest is een specialist in doorbraakmanagement. Neem contact op voor meer info.
Groeien? Wilt u uw resultaten snel verbeteren? Wilt u verder doorgroeien met uw bedrijf? Heeft u het gevoel dat u het wel kan maar er niet doorheen breekt? Praat u er vaak over maar blijft de volgende stap uit? Dan helpen wij u graag met DeBoest. Bij DeBoest geloven we in groei maar weten ook dat groei niet een éénmalige actie is maar het gevolg van focus en daadkracht. En dat die aanpak écht bij uw bedrijf moet passen. Het resultaat, dat telt ! Het realiseren van structurele groei is onze passie en drijfveer. Daar werken we hard aan om de groeipotentie van bedrijven te realiseren. Niet alleen door te denken, juist ook door te doen. Samen met u. Het resultaat, dat telt!
The document discusses stepping out of one's comfort zone. It notes that people remain in their comfort zone due to feelings of safety, habits, fears of failure or rejection, and a lack of awareness of alternatives. Factors that can provoke stepping out include needs not being met within one's current approach, significant life changes, and a need for exploration. The optimal performance zone exists outside the comfort zone where small amounts of stress can drive motivation or growth.
Discover the Power of Cultural Integration: How to Integrate Culturally Diver...Drake International
The webinar will cover how culture impacts communication and business decisions. It will discuss Hofstede's five dimensions of culture, including power distance, individualism vs collectivism, masculinity index, uncertainty avoidance, and long-term orientation. Tips for integrating culturally diverse employees include not making assumptions, providing mentors, understanding differences, training new employees, and conducting diversity training for managers.
Staff Skill Development: Soft Skills, Firm Results by Mary Carmen CHimato and...Colleen Harris
The document summarizes key points from a staff development presentation given by Access & Delivery Services at NCSU Libraries. It discusses the importance of clear organizational goals, values, and expectations communicated to all staff. It also emphasizes providing feedback, training opportunities, and acknowledging achievements to empower staff. The presentation addresses challenges such as performance, attendance, and conduct issues and strategies for improvement through clarifying expectations, identifying knowledge and execution deficiencies, and establishing consequences.
The document discusses the skills needed for working abroad based on research conducted by students. Through surveys, interviews, and online research, the students identified both soft skills and hard skills as important. Key soft skills included independence, social skills/networking, flexibility, adaptation, self-determination, initiative, and etiquette. Important hard skills were the ability to speak a foreign language and balancing family and work life. The research highlighted that soft skills, such as collaboration and networking, were generally more important for working abroad than hard skills.
In almost all premier institutions, especially the Indian Institutes of Management, the face-to-face selection process has an important segment called - WAT or AWT, where they evaluate the ability of the candidates. This process explores not only the awareness of the topics, but also the ability to write cogent and compelling essay on the issue at hand. This presentation shares the salient points to be kept in mind to write this compelling essay!
Life is all about knowing oneself and discovering what more I can do. The possibilities are infinite, the learning avenues infinite, the explorations are infinite, the applications are infinite…the potential is infinite. The more we dig within, the more we discover. So the journey of life is all about unearthing the INFINITE within. It is the JOURNEY OF INFINITY!
Dream It! Do It! – Dare to dream. It is all about the grit and determination with which each one overcomes all the handicaps to succeed in life; We chronicle here about personalities who have become inspirations by their dint of courage and valor, both mentally and physically, to prove what a human being can really achieve.
The common phrase go outside of your comfort zone only offers a temporary way to break old and form new habits. I have another suggestion on how to break away from the familiar and venture into new territory.
Doorbreken naar groei is een hot topic voor veel bedrijven.
Vaak is er een andere aanpak nodig om versneld het groeiproces in te zetten. Dit gaat moeilijk van binnenuit.
Daarom zijn er de doorbraakmanagers. Zij helpen met de doorbraak op een hands on en resultaat gerichte manier.
Dit doen ze samen met de ondernemer.
DeBoest is een specialist in doorbraakmanagement. Neem contact op voor meer info.
Groeien? Wilt u uw resultaten snel verbeteren? Wilt u verder doorgroeien met uw bedrijf? Heeft u het gevoel dat u het wel kan maar er niet doorheen breekt? Praat u er vaak over maar blijft de volgende stap uit? Dan helpen wij u graag met DeBoest. Bij DeBoest geloven we in groei maar weten ook dat groei niet een éénmalige actie is maar het gevolg van focus en daadkracht. En dat die aanpak écht bij uw bedrijf moet passen. Het resultaat, dat telt ! Het realiseren van structurele groei is onze passie en drijfveer. Daar werken we hard aan om de groeipotentie van bedrijven te realiseren. Niet alleen door te denken, juist ook door te doen. Samen met u. Het resultaat, dat telt!
The document discusses stepping out of one's comfort zone. It notes that people remain in their comfort zone due to feelings of safety, habits, fears of failure or rejection, and a lack of awareness of alternatives. Factors that can provoke stepping out include needs not being met within one's current approach, significant life changes, and a need for exploration. The optimal performance zone exists outside the comfort zone where small amounts of stress can drive motivation or growth.
Discover the Power of Cultural Integration: How to Integrate Culturally Diver...Drake International
The webinar will cover how culture impacts communication and business decisions. It will discuss Hofstede's five dimensions of culture, including power distance, individualism vs collectivism, masculinity index, uncertainty avoidance, and long-term orientation. Tips for integrating culturally diverse employees include not making assumptions, providing mentors, understanding differences, training new employees, and conducting diversity training for managers.
Staff Skill Development: Soft Skills, Firm Results by Mary Carmen CHimato and...Colleen Harris
The document summarizes key points from a staff development presentation given by Access & Delivery Services at NCSU Libraries. It discusses the importance of clear organizational goals, values, and expectations communicated to all staff. It also emphasizes providing feedback, training opportunities, and acknowledging achievements to empower staff. The presentation addresses challenges such as performance, attendance, and conduct issues and strategies for improvement through clarifying expectations, identifying knowledge and execution deficiencies, and establishing consequences.
The document discusses the skills needed for working abroad based on research conducted by students. Through surveys, interviews, and online research, the students identified both soft skills and hard skills as important. Key soft skills included independence, social skills/networking, flexibility, adaptation, self-determination, initiative, and etiquette. Important hard skills were the ability to speak a foreign language and balancing family and work life. The research highlighted that soft skills, such as collaboration and networking, were generally more important for working abroad than hard skills.
The document discusses various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
The webinar provided information on driving corporate culture transformation. It discussed why many culture initiatives fail, highlighted 7 important workplace trends, and outlined ways to leverage internal resources and align diversity efforts. Attendees learned a checklist for developing a one-page roadmap to revitalize their company's culture. The presentation emphasized understanding an organization's history and values, incorporating employee voices, and communicating the culture throughout the company.
The document discusses the advantages and challenges of global virtual teams. It notes that virtual teams can provide competitive advantages but also face significant challenges in establishing trust and dealing with cultural and language differences. It provides tips for global team leaders to address these challenges, which include selecting the right team members, building trust, clear communication, and recognizing contributions. Cultural competence, flexibility, and understanding differences are keys to managing successful global virtual teams.
This document provides an overview of the Cross Cultural & Diversity Management course at Fore School of Management. The course aims to enhance knowledge of cross-cultural issues and sensitivity working in culturally diverse situations. Key topics covered include culture and its dimensions, cultural diversity priorities, Hofstede's cultural dimensions model, ethics and social responsibility, and managing across cultures. Evaluation includes assignments, projects, discussions, and assessments. Ground rules are also outlined.
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.org
This document summarizes a presentation given by Dr. Jay Marino on teamwork, collaboration, and shared leadership. It discusses accomplishments in reading and math performance, facility updates, increasing student enrollment projections, and the need for a new elementary school. It then talks about lessons learned from geese about teamwork and looks ahead to strategic planning. The goal is to prepare students for the 21st century by developing skills like innovation, adaptability, and cultural awareness through a focus on professional learning communities and continuous improvement at all levels.
The document discusses communication skills training provided by Association For Academic Quality (AFAQ), an independent non-profit organization established to promote education in Pakistan. The training covers key topics like defining communication, different types of communication, components of an effective communication process, characteristics of effective communication, barriers to communication, and tips for improving communication skills. The overall aim of the training is to help education managers develop and enhance their communication abilities.
Historical Perspective, Research in Higher Education
Vincent Carpentier
UCL Institute of Education, University College London, London, UK
Synonyms
The study of the past; the long-term lens; changes and continuities.
Definition
The study of the past of higher education.
Introduction
The engagement with history is an important feature of research in higher education, which has taken various forms and has been driven by various rationales (Lowe 2009). The variety of objectives, methodologies and interpretations is precisely what made the contribution of the historical dimension to the understanding of higher education so valuable although it has not come without its challenges.
Past present and future
Many factors explain why universities alongside other forms of higher education have always been the objects of a strong historical attention. To start with, Hammerstein reminds us that “European universities are the oldest surviving European institutions with the exception of the catholic Church” (1996, p.113).
Past and present
Although the historical perspective often confirms its strong potential to enrich the understanding of higher education, it does not escape from the key debates about the various conceptions of the role of history and its potential uses and misuses. Such debates question whether the use of history to inform the present is desirable or even feasible. The risk of presentism has been debated within most historical fields and the history of higher education is no exception (Hutcheson, 2010). Such controversies had the merits to sound a note of caution for those seeking to conduct or read historical research in higher education. First of all, they remind us of the intrinsic value of historical research in higher education and that “it was perfectly possible for historical explanations to be pursued for its own sake without reference to the claims of social relevance” (Tosh, p. 47). They also incite those seeking to link past and present to be mindful of the danger of a presentist view of history and its consequences in terms of misinterpretations or anachronisms. Those are problematic issues not only in relation to the validity of historical findings but also in relation to the ways findings “travel”, and can sometimes be decontextualized as part of an instrumental and selective use of history by media and policy circles. Acknowledging those limitations does not weaken but strengthens a reasoned approach of history seeking to inform the present. This effort of contextualisation is an integral part of a necessary productive engagement of historians with public policy (Szreter, 2011, p. 222).
2
Periodisations
The difficulty to make sense of such a long history is reflected by the variety of offered historical periodisations of higher education, which mirror the differences in the lens and the thematic chosen. The starting point of such periodization has also always been a recurrent issue. Many researchers like Perkin identified the ri
Guiding Change for Professionals Henley Business School (HBS) Alumni 14 Oct-2014Assentire Ltd
Supporting slides used as part of the Henley Business School Alumni SIG Event organised by the Leadership of Organisational Change Committee.
Held on the 14th of October 2014 at AECOM, Mid City Place, 71 – 77 High Holborn London WC1V 6QS.
Original event details: http://www.henley.ac.uk/events/guiding-change-for-professionals
The document provides guidance on recruitment and selection for leadership positions at AIESEC. It outlines the values-based approach and recommends using behavioral indicators and a question pool to assess candidates' alignment with the values of activating leadership, demonstrating integrity, living diversity, enjoying participation, striving for excellence, and acting sustainably. The document includes examples of application and interview questions to evaluate candidates' motivation, competence, and demonstration of the organizational values.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
This document provides an agenda and materials for a two-day leadership communication skills training. Day one focuses on communication skills, understanding diversity, and cross-cultural communication. Day two focuses on feedback, coaching, and project teams. The document includes descriptions of skilled vs. unskilled communication, a helping relationship model, diversity definitions, cultural communication patterns, and a feedback and coaching model.
The document discusses teams and teamwork in organizations. It defines a team as a group of people organized to work independently and cooperatively to achieve common goals and purposes. Effective teamwork is important in fields like nursing to ensure patient safety. The document also discusses factors that make teams effective or dysfunctional, and barriers to dysfunctional teams like lack of cooperation, respect for other's roles, and unwillingness to share skills. It emphasizes the importance of leadership, communication, and organizational behavior for successful teamwork.
Globalization and Business ITWeek OneDr Claire Davison.docxbudbarber38650
Globalization and Business IT
Week One
Dr Claire Davison
AgendaGetting to know your classmatesIn-depth discussion of the assessment tasksgroup formation for assignmentReferencingTurnItIn
Where do you live?NorthSouthEastWestCBD
Course Co-ordinatorDr Paul R Cerroti
[email protected]
Course guide
Assignment OneYour first assignment is a reflective writing exercise about a specific topic pertaining to Global business and IT.
Specifically, you are required to reflect on the sessions two, three and four of this course:Globalisation and Business ITSocial MediaThe Role of IT in Global Business
Assignment OneDue: Week 5Tuesday 19 August 2014 in class ORFriday 22 August 2014 in classMarks allocated: 10% of final mark
Reflective Journal Writing
Prepared by Lila Kemlo
Manager Student Learning Support
What is Reflective Practiceprocess of thinking about experiences, often new, with a view to learning from them a form of personal response to experiences, situations, events or information by reflecting on their meaning. This process enables you to better understand what you have learned and to gain new insights about yourself, others, and situations. These new insights may result in a change of behaviour, perspective or new action. There is neither a right nor a wrong way of reflective thinking, there are just questions to explore.
What is the purpose of reflective journal writing
To record the development of your ideas and insights, concepts, experiencesTo reflect on these thoughts and experiences as a means of increasing your understanding of both yourself and what you are observing To analyse what you learn and your self development – may lead to change
What are the benefits of reflective practice?Life skill – by documenting experiences, thoughts, questions, ideas – develop an approach to thinking and learning - able to be transferred to all aspects of life observe, analyse & reflect your responses to situations opportunity to challenge ourselves, what we do and to explore ways to do it differently and better understand course material & gain skills related to your disciplinerecognise the acquired knowledge & skills developedenhance your employability as these skills are invaluable and attractive in the workplace and to potential employers.
Reflective writing is NOTjust conveying information, instruction or argument pure description, though there may be descriptive elements straightforward decision or judgement (e.g. about whether something is right or wrong, good or bad) simple problem-solving a summary of course notes a standard university essay
*
The Learning Cycle
Source: Adapted from Kolb’s Learning Cycle 1984 by the Study and Learning Centre 2002
Record (what)
.
Reflect (think)
Analyse
(explain & gain insight)
New action
Simplified Learning Cycle
Step 1 in Learning Cycle: Record whatSummaries of the main points from the guest speakers’ presentationsImmediate thoughts/responses to w.
Under standing our education sysytem and importance of plan earl for a careerSanjay Williams
The document discusses the importance of understanding the education system and planning one's career early. It outlines the history and origins of the Indian education system, which was developed during British rule. It notes both benefits and limitations of the current system. The document advises starting career planning in secondary school by choosing subjects wisely and working toward goals. It also discusses factors that employers look for in candidates, like marks, skills, initiative and attitude. In closing, it references biblical parables about being prepared.
The document outlines a training program on communication skills for managers. It covers topics such as communicating information to employees, creating an effective communication climate, empowering employees, listening skills, problem solving techniques, and obstacles to effective communication. The training utilizes exercises, group discussions, and evaluations to help managers improve their communication abilities.
The passage discusses two paradigms - the traditional paradigm and a new paradigm. The traditional paradigm views special education through a mechanistic lens, breaking down skills into simple tasks and focusing on quantity over quality. An example is task analysis and skill training. The new paradigm being proposed focuses on openness, eliminating boundaries, and voluntary knowledge sharing, adapting techniques from open online platforms. It argues the current education system only prepares students for industrial labor and needs to change to equip students for today's technological world.
This document provides guidance on conducting values-based talent recruitment for AIESEC. It outlines AIESEC's core values of activating leadership, demonstrating integrity, living diversity, enjoying participation, striving for excellence, and acting sustainably. Interview questions are proposed to assess candidates' alignment with these values. A competency framework is also included to help allocate candidates to appropriate roles based on their skills in areas like marketing, social issues awareness, and communication. The document concludes with an example candidate assessment sheet to document how each candidate demonstrates values and competencies during the recruitment process.
Great teams are important for completing complex projects like the AiS Supercomputing Challenge. Teams succeed when members have clearly defined roles and responsibilities, effective communication, and personal relationships built on trust and support. Successful teams progress through forming, storming, norming, and performing stages as they develop processes and resolve conflicts to work effectively together.
This document provides an overview of a leadership development session held in Guangzhou, China on September 20th, 2011. It introduces John Dorris as the facilitator and his qualifications. It then lists some of John's past clients. The goal of the session is outlined as laying out a personal hedgehog model, identifying the importance of "Who" rather than "What", exploring Jungian personality type, and reviewing a personal development plan. It then provides more details on each topic, including explaining the hedgehog concept of focusing on what you're passionate about, genetically encoded to do, and can earn a living from. It discusses starting with identifying "Who" you want to be rather than "What" you want to do. Finally
Decoding culture how culture affects everythingJohn Dorris
The document discusses an upcoming NLP event in Guangzhou on personal transformation from June 25-26. It also lists upcoming NLP reading circles and sharing sessions. The document then discusses how culture impacts communication and outlines Hofstede's five cultural dimensions model, including power distance and individualism vs collectivism. It provides examples of these dimensions in different cultures and things to keep in mind when analyzing cultures.
The document discusses various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
The webinar provided information on driving corporate culture transformation. It discussed why many culture initiatives fail, highlighted 7 important workplace trends, and outlined ways to leverage internal resources and align diversity efforts. Attendees learned a checklist for developing a one-page roadmap to revitalize their company's culture. The presentation emphasized understanding an organization's history and values, incorporating employee voices, and communicating the culture throughout the company.
The document discusses the advantages and challenges of global virtual teams. It notes that virtual teams can provide competitive advantages but also face significant challenges in establishing trust and dealing with cultural and language differences. It provides tips for global team leaders to address these challenges, which include selecting the right team members, building trust, clear communication, and recognizing contributions. Cultural competence, flexibility, and understanding differences are keys to managing successful global virtual teams.
This document provides an overview of the Cross Cultural & Diversity Management course at Fore School of Management. The course aims to enhance knowledge of cross-cultural issues and sensitivity working in culturally diverse situations. Key topics covered include culture and its dimensions, cultural diversity priorities, Hofstede's cultural dimensions model, ethics and social responsibility, and managing across cultures. Evaluation includes assignments, projects, discussions, and assessments. Ground rules are also outlined.
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.org
This document summarizes a presentation given by Dr. Jay Marino on teamwork, collaboration, and shared leadership. It discusses accomplishments in reading and math performance, facility updates, increasing student enrollment projections, and the need for a new elementary school. It then talks about lessons learned from geese about teamwork and looks ahead to strategic planning. The goal is to prepare students for the 21st century by developing skills like innovation, adaptability, and cultural awareness through a focus on professional learning communities and continuous improvement at all levels.
The document discusses communication skills training provided by Association For Academic Quality (AFAQ), an independent non-profit organization established to promote education in Pakistan. The training covers key topics like defining communication, different types of communication, components of an effective communication process, characteristics of effective communication, barriers to communication, and tips for improving communication skills. The overall aim of the training is to help education managers develop and enhance their communication abilities.
Historical Perspective, Research in Higher Education
Vincent Carpentier
UCL Institute of Education, University College London, London, UK
Synonyms
The study of the past; the long-term lens; changes and continuities.
Definition
The study of the past of higher education.
Introduction
The engagement with history is an important feature of research in higher education, which has taken various forms and has been driven by various rationales (Lowe 2009). The variety of objectives, methodologies and interpretations is precisely what made the contribution of the historical dimension to the understanding of higher education so valuable although it has not come without its challenges.
Past present and future
Many factors explain why universities alongside other forms of higher education have always been the objects of a strong historical attention. To start with, Hammerstein reminds us that “European universities are the oldest surviving European institutions with the exception of the catholic Church” (1996, p.113).
Past and present
Although the historical perspective often confirms its strong potential to enrich the understanding of higher education, it does not escape from the key debates about the various conceptions of the role of history and its potential uses and misuses. Such debates question whether the use of history to inform the present is desirable or even feasible. The risk of presentism has been debated within most historical fields and the history of higher education is no exception (Hutcheson, 2010). Such controversies had the merits to sound a note of caution for those seeking to conduct or read historical research in higher education. First of all, they remind us of the intrinsic value of historical research in higher education and that “it was perfectly possible for historical explanations to be pursued for its own sake without reference to the claims of social relevance” (Tosh, p. 47). They also incite those seeking to link past and present to be mindful of the danger of a presentist view of history and its consequences in terms of misinterpretations or anachronisms. Those are problematic issues not only in relation to the validity of historical findings but also in relation to the ways findings “travel”, and can sometimes be decontextualized as part of an instrumental and selective use of history by media and policy circles. Acknowledging those limitations does not weaken but strengthens a reasoned approach of history seeking to inform the present. This effort of contextualisation is an integral part of a necessary productive engagement of historians with public policy (Szreter, 2011, p. 222).
2
Periodisations
The difficulty to make sense of such a long history is reflected by the variety of offered historical periodisations of higher education, which mirror the differences in the lens and the thematic chosen. The starting point of such periodization has also always been a recurrent issue. Many researchers like Perkin identified the ri
Guiding Change for Professionals Henley Business School (HBS) Alumni 14 Oct-2014Assentire Ltd
Supporting slides used as part of the Henley Business School Alumni SIG Event organised by the Leadership of Organisational Change Committee.
Held on the 14th of October 2014 at AECOM, Mid City Place, 71 – 77 High Holborn London WC1V 6QS.
Original event details: http://www.henley.ac.uk/events/guiding-change-for-professionals
The document provides guidance on recruitment and selection for leadership positions at AIESEC. It outlines the values-based approach and recommends using behavioral indicators and a question pool to assess candidates' alignment with the values of activating leadership, demonstrating integrity, living diversity, enjoying participation, striving for excellence, and acting sustainably. The document includes examples of application and interview questions to evaluate candidates' motivation, competence, and demonstration of the organizational values.
The IDI Team Development Report has just been released, and it already has many in the coaching, consulting, and talent development industry talking about its transformative impact on how people work together.
In this session, we will take a closer look at this groundbreaking solution for teams. Join us to see:
The brand-new IDI Team Development Report: see for yourself how this tool presents group data and actionable insights in illuminating new ways
A fully supported solution: take a look at the built-in tools that make this report uniquely engagement-ready and easy to deliver in a group setting
The approach in action: hear a first-hand account from consultant Anne DeFrancesco, who used the new IDI Team Development Report in a successful engagement with leaders at a U.S. retail giant
Whether you have an established practice in team coaching and development or you are exploring adding this type of work to your repertoire, this webinar will introduce you to a tool that can help enhance your work and support you in building healthier, happier, more productive teams.
This document provides an agenda and materials for a two-day leadership communication skills training. Day one focuses on communication skills, understanding diversity, and cross-cultural communication. Day two focuses on feedback, coaching, and project teams. The document includes descriptions of skilled vs. unskilled communication, a helping relationship model, diversity definitions, cultural communication patterns, and a feedback and coaching model.
The document discusses teams and teamwork in organizations. It defines a team as a group of people organized to work independently and cooperatively to achieve common goals and purposes. Effective teamwork is important in fields like nursing to ensure patient safety. The document also discusses factors that make teams effective or dysfunctional, and barriers to dysfunctional teams like lack of cooperation, respect for other's roles, and unwillingness to share skills. It emphasizes the importance of leadership, communication, and organizational behavior for successful teamwork.
Globalization and Business ITWeek OneDr Claire Davison.docxbudbarber38650
Globalization and Business IT
Week One
Dr Claire Davison
AgendaGetting to know your classmatesIn-depth discussion of the assessment tasksgroup formation for assignmentReferencingTurnItIn
Where do you live?NorthSouthEastWestCBD
Course Co-ordinatorDr Paul R Cerroti
[email protected]
Course guide
Assignment OneYour first assignment is a reflective writing exercise about a specific topic pertaining to Global business and IT.
Specifically, you are required to reflect on the sessions two, three and four of this course:Globalisation and Business ITSocial MediaThe Role of IT in Global Business
Assignment OneDue: Week 5Tuesday 19 August 2014 in class ORFriday 22 August 2014 in classMarks allocated: 10% of final mark
Reflective Journal Writing
Prepared by Lila Kemlo
Manager Student Learning Support
What is Reflective Practiceprocess of thinking about experiences, often new, with a view to learning from them a form of personal response to experiences, situations, events or information by reflecting on their meaning. This process enables you to better understand what you have learned and to gain new insights about yourself, others, and situations. These new insights may result in a change of behaviour, perspective or new action. There is neither a right nor a wrong way of reflective thinking, there are just questions to explore.
What is the purpose of reflective journal writing
To record the development of your ideas and insights, concepts, experiencesTo reflect on these thoughts and experiences as a means of increasing your understanding of both yourself and what you are observing To analyse what you learn and your self development – may lead to change
What are the benefits of reflective practice?Life skill – by documenting experiences, thoughts, questions, ideas – develop an approach to thinking and learning - able to be transferred to all aspects of life observe, analyse & reflect your responses to situations opportunity to challenge ourselves, what we do and to explore ways to do it differently and better understand course material & gain skills related to your disciplinerecognise the acquired knowledge & skills developedenhance your employability as these skills are invaluable and attractive in the workplace and to potential employers.
Reflective writing is NOTjust conveying information, instruction or argument pure description, though there may be descriptive elements straightforward decision or judgement (e.g. about whether something is right or wrong, good or bad) simple problem-solving a summary of course notes a standard university essay
*
The Learning Cycle
Source: Adapted from Kolb’s Learning Cycle 1984 by the Study and Learning Centre 2002
Record (what)
.
Reflect (think)
Analyse
(explain & gain insight)
New action
Simplified Learning Cycle
Step 1 in Learning Cycle: Record whatSummaries of the main points from the guest speakers’ presentationsImmediate thoughts/responses to w.
Under standing our education sysytem and importance of plan earl for a careerSanjay Williams
The document discusses the importance of understanding the education system and planning one's career early. It outlines the history and origins of the Indian education system, which was developed during British rule. It notes both benefits and limitations of the current system. The document advises starting career planning in secondary school by choosing subjects wisely and working toward goals. It also discusses factors that employers look for in candidates, like marks, skills, initiative and attitude. In closing, it references biblical parables about being prepared.
The document outlines a training program on communication skills for managers. It covers topics such as communicating information to employees, creating an effective communication climate, empowering employees, listening skills, problem solving techniques, and obstacles to effective communication. The training utilizes exercises, group discussions, and evaluations to help managers improve their communication abilities.
The passage discusses two paradigms - the traditional paradigm and a new paradigm. The traditional paradigm views special education through a mechanistic lens, breaking down skills into simple tasks and focusing on quantity over quality. An example is task analysis and skill training. The new paradigm being proposed focuses on openness, eliminating boundaries, and voluntary knowledge sharing, adapting techniques from open online platforms. It argues the current education system only prepares students for industrial labor and needs to change to equip students for today's technological world.
This document provides guidance on conducting values-based talent recruitment for AIESEC. It outlines AIESEC's core values of activating leadership, demonstrating integrity, living diversity, enjoying participation, striving for excellence, and acting sustainably. Interview questions are proposed to assess candidates' alignment with these values. A competency framework is also included to help allocate candidates to appropriate roles based on their skills in areas like marketing, social issues awareness, and communication. The document concludes with an example candidate assessment sheet to document how each candidate demonstrates values and competencies during the recruitment process.
Great teams are important for completing complex projects like the AiS Supercomputing Challenge. Teams succeed when members have clearly defined roles and responsibilities, effective communication, and personal relationships built on trust and support. Successful teams progress through forming, storming, norming, and performing stages as they develop processes and resolve conflicts to work effectively together.
This document provides an overview of a leadership development session held in Guangzhou, China on September 20th, 2011. It introduces John Dorris as the facilitator and his qualifications. It then lists some of John's past clients. The goal of the session is outlined as laying out a personal hedgehog model, identifying the importance of "Who" rather than "What", exploring Jungian personality type, and reviewing a personal development plan. It then provides more details on each topic, including explaining the hedgehog concept of focusing on what you're passionate about, genetically encoded to do, and can earn a living from. It discusses starting with identifying "Who" you want to be rather than "What" you want to do. Finally
Decoding culture how culture affects everythingJohn Dorris
The document discusses an upcoming NLP event in Guangzhou on personal transformation from June 25-26. It also lists upcoming NLP reading circles and sharing sessions. The document then discusses how culture impacts communication and outlines Hofstede's five cultural dimensions model, including power distance and individualism vs collectivism. It provides examples of these dimensions in different cultures and things to keep in mind when analyzing cultures.
NLP Sharing Session, Improve Your Communication to Improve Your LifeJohn Dorris
This document discusses improving communication skills. It provides information about upcoming NLP training sessions, including a practitioner certification in April. The training will cover topics like building rapport, negotiation, verbal communication, and self-awareness. Attendees will learn how to influence others, improve perception, understand representational systems, and manage their mind and emotions. Filters like language, memory and beliefs shape how people internalize and respond to communication. The document encourages analyzing filters to modify unhelpful ones and improve understanding.
This document discusses employee engagement. It defines engagement as employees regularly doing what is needed without being told to improve effectiveness and achieve organizational goals. Engaged employees have a greater sense of urgency, focus, adaptability, and initiative. Transformational leaders engage employees by creating strategic alignment, being role models of fairness, providing recognition and support, and empowering employees. Engaging cultures also have alignment between vision and work, consistency and fairness, an ability to learn and adapt, and involve teams in their work. The document provides suggestions for how HR can improve engagement through hiring, benchmarking, building an engaging culture, and developing engaging leaders.
This document discusses leadership development and how people think like leaders. It begins by noting the increasing popularity of leadership books. It then asks the reader to picture an ideal leader and reflect on potential barriers to becoming a leader. The document outlines stages of adult development, from opportunist to strategist, and how a person's view of criticism, problems, and strengths changes with development. It emphasizes that leadership development is a process that involves expanding one's perspectives. The key to thinking like a leader is developing through these stages with the help of mentors and peer learning groups.
The document discusses various team skills and meta-programs that can influence team performance and dynamics. It describes the marshmallow challenge team exercise where groups must build the tallest freestanding structure out of specific materials. It then discusses 8 meta-programs or mental functions that can impact how teams make decisions, communicate, and treat members. These include filters around direction, relationships, frame of reference, convincers, actions, affiliation, primary interests, and chunk size. Understanding these meta-programs could help teams apply lessons from the marshmallow challenge and improve performance.
This document outlines an agenda for a workshop on personal development. It includes exercises for participants to visualize their ideal life, identify limiting beliefs, and develop new empowering beliefs. Participants are guided through steps to let go of old limiting beliefs and commitments, envision an ideal future, and create a plan to achieve it. Key concepts from neuro-linguistic programming are introduced, such as how beliefs shape one's rules and outcomes. Activities include discussing a Chinese folktale as a metaphor and taking a break to recharge.
1. Prepared for the British Chamber of Commerce in South China
June 12th 2014
2. Potential Without Boundaries
Framework and Cases
Empathy – As a developmental goal
Case 1 – Building credibility and trust
Case 2 – Leveraging facilitation to
improve intercultural communication
Case 3 – Promoting diversity as a
bridge to improve effectiveness
3. Potential Without Boundaries
When Worlds Collide
“People there don’t work very hard and always ask
for a pay raise.What should we do?”
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Multicultural Teams are Outliers
Highly
Ineffective
Highly
Effective
Average
Effectiveness
Multicultural teamsMulticultural teams
Monocultural
Teams
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Four Key Areas of HR
(Reduced from nearly 100!)
Business Partner – Find the best way to ensure top employee
performance (creating strategy and growth)
Change Agent – plan and implements programs to ease and
speed up adaptation (removing barriers)
Administrative Expert – legal, day-to-day, staffing, C&B, and
so much more (sweating the details)
Employee Advocate – support an engaging environment
(making it meaningful)
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Framework for Empathy –
Developing an adaptable workforceDenial
Defense
Minimization
Acceptance
Adaptation
Integration
Ethnocentric Stages
Low Empathy it’s all
about “My World”
Ethnorelative Stages
High Empathy I can see and
understand “Your World”
Milton Bennett’s Model
11. Potential Without Boundaries
Let’s do a small “experiment”
Step 1 – Individually write down the top 4 factors
when establish trust & respect
Step 2 – Compare with 3 other people sitting near
you. Discuss what is different and similar
Step 3 – Analyse the percentage of answers by task
to relationship or long to short term orientations
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Case: E-Reader Manufacturing
E-Reader Manufacturing is a US based company with their
sourcing and vendor management engineers in Shenzhen
HR brought to our attention that there was a high level of
distrust between US and China based engineers
Chinese engineers reported that US engineers were
distrustful and hard to please
US engineers reported that Chinese engineers were
inexperienced and showed favoritism to the vendor partners
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The Root of the Problem
The Culture Tree
Task Focused
ShortTerm Orientation
Relationship Focused
LongTerm Orientation
What are the
behaviors of this group?
What are the
behaviors of this group?
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So What’s the Change?
Panic Zone!
Challenge
Zone
Comfort
Zone
• What offends you and
makes you upset?
• What can you not
accept?
• What might feel rude to
you?
• What makes you feel
nervous?
• What feels safe?
• What is common sense?
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So What’s the Impact
Realistically even with this awareness it will take time rebuild
trust that was already damaged
Both teams are aware of the style difference and able to
accept that there is a different way of doing things
Many team members on both teams have been pushing their
comfort zone and taking challenge zone steps to adapt
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Adapting Styles –
Virtual Communication Study
Group A: North America and Western Europe
When asked why they had this rhythm ,participants said it showed RESPECT.
Group B: Japan and East Asia
When asked why they had this rhythm, participants said it showed RESPECT.
Group C: Brazil and Latin America
When asked why they had this rhythm, participants said it showed RESPECT.
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Impact: Do we remain the same or
do we change?
If HR is a “ChangeAgent” and “EmployeeAdvocate”
in a global age then HR needs adapting skill sets
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So What’s the Impact
In companies where HR takes a business partner approach to
become a global facilitator among our contacts we see:
China HR taking a global role orAPAC and taking on the role
of “Best Practices Leader”
Greater confidence from global leadership teams in China HR
capability and influence
Greater engagement and interaction at global staff levels
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European Smart Phone: Diversity
and the Challenger Culture
Recently a European mobile phone company found
itself in an unusual position… as a challenger
HR was tasked with promoting the new culture and
aligning team members:
Europeans and Asians
New employees with other corporate culture
backgrounds
Old employees (winners) and “new” employees
(challengers)
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Actions to Leverage Diversity
At the heart of the Challenger culture was
accepting and integrating different styles
Teams examined their foundations in theTillman
Forming and Storming stages to build onto future
performance
Action items to strengthen localized and virtual
communication were adapted across many teams
26. Impact of Leveraging Diversity
within the Challenger Culture
Teams reported deeper levels of engagement and trust
Virtual teams reported improved effectiveness
“Challenger” became a shared value among team members
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What Can You Do Now?
1. Identify your point-of-view when you encounter
cultural diversity
1. Stop
2. Reflect (listen to your thinking)
3. Adapt!
2. Be the business partner, find ways to actively bring
cross cultural understanding to your workplace
1. Be an advocate for global employees and support
diverse team development strategies
28. Potential Without Boundaries
For Further Information
For more about how to improve
intercultural effectiveness:
Email me at:
john.dorris@sino-associates.com
Or find me on wechat