Micronutrients like iron, folic acid, zinc, iodine, calcium, and vitamins are important during pregnancy for the health of the mother and fetus. Deficiencies can lead to complications such as anemia, birth defects, preterm delivery, and low birth weight. While more research is still needed, studies suggest that supplements of iron, folic acid, and calcium may help reduce health risks for both mother and baby. Ensuring adequate micronutrient intake through diet and supplements is important for supporting fetal growth and development.
12_04_19Introduzione ala metodologia Lean & GreenGC&P
Lean & Green è un concetto nuovo ma allo stesso tempo di grande attualità: risparmio energetico, riduzione delle emissioni dei gas serra, riduzione dei rifiuti, sono temi di cui già da tempo si parla e di cui si avverte sempre più la criticità. Gli sprechi ambientali, come qualsiasi altro spreco in produzione o negli uffici, rappresentano un costo per le aziende. La loro riduzione costituisce dunque un’opportunità, non solo di fare delle attività i cui benefici riguardano la società e le future generazioni, ma soprattutto per ridurre i costi, migliorare l’ immagine aziendale e in ultima analisi per migliorare i margini. I metodi lean si sono tradizionalmente concentrati sull’aumento della flessibilità, dell’efficienza e della velocità produttiva senza toccare direttamente i temi ambientali. La metodologia Lean & Green, utilizza gli stessi strumenti lean per incidere positivamente anche sull’impatto ambientale dell’azienda e sui relativi costi.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
Suomen 100 kokeilua -hankeidea (2016-2017). Tule mukaan!Vesa Auvinen
Kuvaus vireillä olevasta, ainulaatuisesta ’Suomen 100 kokeilua’ -hankkeesta (2016-2017), jossa kannustetaan suomalaisia yrityksiä, organisaatioita ja yhteisöjä rohkeasti uudistumaan kokeilujen ja kokeilukulttuurin kautta.
Haemme nyt hankkeellemme 3-5 sopivaa pääkumppania Suomi 100-ohjelman ja Kokeilevasuomi.fi:n lisäksi.
3-vaiheisen hankkeen ensimmäinen vaihe, jossa haastatellaan 100 suomalaista vaikuttajaa, käynnistyy syksyllä 2016 ja vauhti kiihtyy sitten Suomen 100-vuotisjuhlavuonna 2017 isommalla kokeilutapahtumalla ja suomalaisissa yrityksissä ja organisaatioissa tehtävillä konkreettisilla kokeiluilla.
Hanke itsessään toteutetaan kokeiluotteella ja vaikuttavuus edellä - eli mahdollisimman vähän perinteisen hankkeen byrokratiaa ja haittoja, mutta paljon tekemistä, aikaansaantia ja näkyvyyttä.
’Suomen 100 kokeilua’ -hankkeen kumppaneille tämä on loistava tilaisuus edistää koko Suomen kannalta tärkeää asiaa ja saada kustannustehokkaasti laajaa valtakunnallista näkyvyyttä uudistumisen, kokeilujen ja ”Suomi nousuun” -teeman edelläkävijänä. Ota yhteyttä: heli.vahatiitto(ät)dazzle.fi ja vesa.auvinen(ät)dazzle.fi
#100kokeilua #suomen100kokeilua #uudistuminen #uusiutuminen #innovointi #johtaminen #strategia
Leadership ad Alto Livello 2. La Griglia di Gestione della LeadershipManager.it
This document discusses traits of effective leaders and leadership models. It describes Blake and Mouton's Managerial Grid, which evaluates leaders based on their concern for tasks and people. The ideal style is team management, with high concern for both. Other styles include country club management, task management, and impoverished management. The document also lists elements of high performing leaders such as vision creation, team building, and motivating staff.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Micronutrients like iron, folic acid, zinc, iodine, calcium, and vitamins are important during pregnancy for the health of the mother and fetus. Deficiencies can lead to complications such as anemia, birth defects, preterm delivery, and low birth weight. While more research is still needed, studies suggest that supplements of iron, folic acid, and calcium may help reduce health risks for both mother and baby. Ensuring adequate micronutrient intake through diet and supplements is important for supporting fetal growth and development.
12_04_19Introduzione ala metodologia Lean & GreenGC&P
Lean & Green è un concetto nuovo ma allo stesso tempo di grande attualità: risparmio energetico, riduzione delle emissioni dei gas serra, riduzione dei rifiuti, sono temi di cui già da tempo si parla e di cui si avverte sempre più la criticità. Gli sprechi ambientali, come qualsiasi altro spreco in produzione o negli uffici, rappresentano un costo per le aziende. La loro riduzione costituisce dunque un’opportunità, non solo di fare delle attività i cui benefici riguardano la società e le future generazioni, ma soprattutto per ridurre i costi, migliorare l’ immagine aziendale e in ultima analisi per migliorare i margini. I metodi lean si sono tradizionalmente concentrati sull’aumento della flessibilità, dell’efficienza e della velocità produttiva senza toccare direttamente i temi ambientali. La metodologia Lean & Green, utilizza gli stessi strumenti lean per incidere positivamente anche sull’impatto ambientale dell’azienda e sui relativi costi.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
Suomen 100 kokeilua -hankeidea (2016-2017). Tule mukaan!Vesa Auvinen
Kuvaus vireillä olevasta, ainulaatuisesta ’Suomen 100 kokeilua’ -hankkeesta (2016-2017), jossa kannustetaan suomalaisia yrityksiä, organisaatioita ja yhteisöjä rohkeasti uudistumaan kokeilujen ja kokeilukulttuurin kautta.
Haemme nyt hankkeellemme 3-5 sopivaa pääkumppania Suomi 100-ohjelman ja Kokeilevasuomi.fi:n lisäksi.
3-vaiheisen hankkeen ensimmäinen vaihe, jossa haastatellaan 100 suomalaista vaikuttajaa, käynnistyy syksyllä 2016 ja vauhti kiihtyy sitten Suomen 100-vuotisjuhlavuonna 2017 isommalla kokeilutapahtumalla ja suomalaisissa yrityksissä ja organisaatioissa tehtävillä konkreettisilla kokeiluilla.
Hanke itsessään toteutetaan kokeiluotteella ja vaikuttavuus edellä - eli mahdollisimman vähän perinteisen hankkeen byrokratiaa ja haittoja, mutta paljon tekemistä, aikaansaantia ja näkyvyyttä.
’Suomen 100 kokeilua’ -hankkeen kumppaneille tämä on loistava tilaisuus edistää koko Suomen kannalta tärkeää asiaa ja saada kustannustehokkaasti laajaa valtakunnallista näkyvyyttä uudistumisen, kokeilujen ja ”Suomi nousuun” -teeman edelläkävijänä. Ota yhteyttä: heli.vahatiitto(ät)dazzle.fi ja vesa.auvinen(ät)dazzle.fi
#100kokeilua #suomen100kokeilua #uudistuminen #uusiutuminen #innovointi #johtaminen #strategia
Leadership ad Alto Livello 2. La Griglia di Gestione della LeadershipManager.it
This document discusses traits of effective leaders and leadership models. It describes Blake and Mouton's Managerial Grid, which evaluates leaders based on their concern for tasks and people. The ideal style is team management, with high concern for both. Other styles include country club management, task management, and impoverished management. The document also lists elements of high performing leaders such as vision creation, team building, and motivating staff.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
The document discusses several common change management models:
- The ADKAR model focuses on individual change and how it must match organizational change.
- Kotter's 8-step model includes phases of unfreezing, changing, and refreezing an organization.
- Lewin's 3-phase model highlights the psychological differences between change and transition.
- The McKinsey 7S model offers a holistic approach to understand how rational and emotional components in an organization are interconnected.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
Il Gruppo FOP - OPES opera nel settore dell'arredamento, producendo accessori per mobili e cucine, quali ad esempio: piedini, zoccoli, alzatine, maniglie, pannelli.
Ha scelto di sposare la filosofia Lean e grazie a metodi per ridurre sprechi e inefficienze e al contributo di tutta l'azienda, festeggia oggi 50 di successo.
The document announces a Lean & Green master class on July 27th, 2012 featuring several experts in lean transformation, lean production, energy management, and 3D printing. Speakers include Alberto Canepari, Tonino Vettori, Tommaso Abbatecola, Alice Dal Masetto, and Gianfranco Caufin.
This document provides an overview of change management and the roles involved in facilitating change. It discusses:
1) How change begins with disconfirmation creating survival anxiety or guilt, which resistance to change aims to overcome by creating psychological safety.
2) The roles of a change consultant in helping organizations through change by taking on expert, doctor, or process consultant roles focused on involvement, vision, and supportive environments.
3) The functions of a facilitator in preparing groups, assessing processes, managing conflicts, and concluding meetings using techniques like sorting fields and climate reports.
4) Tools for problem solving like Edward de Bono's Six Thinking Hats and exploring different levels of thinking, as well as concepts of mental
The document discusses several common change management models:
- The ADKAR model focuses on individual change and how it must match organizational change.
- Kotter's 8-step model includes phases of unfreezing, changing, and refreezing an organization.
- Lewin's 3-phase model highlights the psychological differences between change and transition.
- The McKinsey 7S model offers a holistic approach to understand how rational and emotional components in an organization are interconnected.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
Il Gruppo FOP - OPES opera nel settore dell'arredamento, producendo accessori per mobili e cucine, quali ad esempio: piedini, zoccoli, alzatine, maniglie, pannelli.
Ha scelto di sposare la filosofia Lean e grazie a metodi per ridurre sprechi e inefficienze e al contributo di tutta l'azienda, festeggia oggi 50 di successo.
The document announces a Lean & Green master class on July 27th, 2012 featuring several experts in lean transformation, lean production, energy management, and 3D printing. Speakers include Alberto Canepari, Tonino Vettori, Tommaso Abbatecola, Alice Dal Masetto, and Gianfranco Caufin.
24. Proverbio Giapponese
SE VUOI UN ANNO DI PROSPERITA’ COLTIVA I SEMI
SE VUOI 10 ANNI DI PROSPERITA’ COLTIVA GLI ALBERI
SE VUOI 100 ANNI DI PROSPERITA’ COLTIVA LE PERSONE
Carrozzeria Conzato - Kaizen Team 24