This field manual provides guidance for youth educators coaching teams through the Grow Next Level program. The manual outlines the six modules that make up the program, which focus on themes like teams and community, creativity and innovation, leadership, and entrepreneurship. Each module combines learning activities, dialogue, and hands-on projects for participants to gain skills in areas like teamwork, problem-solving, marketing, and self-leadership. The field manual provides detailed instructions for educators on facilitating the various exercises, workshops, and project components at each stage of the program. The goal is for youth to develop both hard and soft skills through an experiential learning process of doing, reflecting, and applying their knowledge.
This document outlines an essential skills of leadership training program consisting of 8 sections. The sections cover topics such as the work of leaders, leadership achievement paths, focusing on behaviors, maintaining team member self-esteem, encouraging participation, leading effective meetings, practicing leadership scenarios, and reinforcement. The goal is to teach foundational leadership skills and provide examples and activities for participants to strengthen their abilities.
R4U Denim Factory is a jeans factory located in New Delhi, India that produces and trades jeans according to customer requirements. It aims to provide customized jeans based on customer orders through its do-it-yourself model. The business will target customers aged 15-35 in India through retail outlets in Delhi. It seeks to differentiate itself through instant preparation and delivery of customized jeans. The business will be a sole proprietorship initially with the owner investing $22,500 of the $30,000 required capital. It aims to utilize an online design portal and achieve 95% customer satisfaction within 3 years of operation.
This document discusses seven innovative training concepts: 1) Making simulations more realistic by incorporating unscheduled elements and real-world scenarios. 2) Structuring coaching/mentoring programs around clear goals tied to job progression and using online tools to connect coaches/protégés. 3) Enhancing learning through job rotations, virtual rotations that cross geographies, and job sharing to develop a smaller workforce.
This document provides an introduction, definitions, and literature review for a thesis on integrating Community Cultural Development (CCD) practices into high school Social Justice Education (SJE). The introduction discusses the shared goals of community artists, activists, and educators in empowering youth to transform society. It presents the hypothesis that integrating CCD practices into SJE will increase youth participation in social transformation. Definitions of key terms are also provided, such as SJE, CCD, and how they relate. The literature review covers research methods and existing literature on SJE, CCD, and their relationships.
This document outlines various training programmes offered by The Human Resource Practice, including programmes focused on mindset change, engagement, skills building, keynote addresses, and sales training. It provides details on individual programmes, including their objectives, modules, and learning outcomes. Specific programmes described in detail include Optimising Your Performance, Breaking Boundaries, Energised Action, and Powerful Presentations. Contact information is provided at the beginning.
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
MBA dissertation_Gerald Overstall_FINAL_24_12_13Gez Overstall
This dissertation examines the factors that influence employee uptake of flexible working arrangements. Through a case study of JT, a telecommunications company, the author conducted a survey of JT employees to understand the types of flexible working used, how arrangements are authorized, and employee perceptions of benefits and barriers. The study found that perceived barriers are a significant factor influencing uptake, and that challenges to these perceptions, tailored arrangements, and support through technology and training could help improve uptake of flexible working policies. The dissertation makes recommendations for organizations seeking to increase the value derived from flexible working.
This document outlines an essential skills of leadership training program consisting of 8 sections. The sections cover topics such as the work of leaders, leadership achievement paths, focusing on behaviors, maintaining team member self-esteem, encouraging participation, leading effective meetings, practicing leadership scenarios, and reinforcement. The goal is to teach foundational leadership skills and provide examples and activities for participants to strengthen their abilities.
R4U Denim Factory is a jeans factory located in New Delhi, India that produces and trades jeans according to customer requirements. It aims to provide customized jeans based on customer orders through its do-it-yourself model. The business will target customers aged 15-35 in India through retail outlets in Delhi. It seeks to differentiate itself through instant preparation and delivery of customized jeans. The business will be a sole proprietorship initially with the owner investing $22,500 of the $30,000 required capital. It aims to utilize an online design portal and achieve 95% customer satisfaction within 3 years of operation.
This document discusses seven innovative training concepts: 1) Making simulations more realistic by incorporating unscheduled elements and real-world scenarios. 2) Structuring coaching/mentoring programs around clear goals tied to job progression and using online tools to connect coaches/protégés. 3) Enhancing learning through job rotations, virtual rotations that cross geographies, and job sharing to develop a smaller workforce.
This document provides an introduction, definitions, and literature review for a thesis on integrating Community Cultural Development (CCD) practices into high school Social Justice Education (SJE). The introduction discusses the shared goals of community artists, activists, and educators in empowering youth to transform society. It presents the hypothesis that integrating CCD practices into SJE will increase youth participation in social transformation. Definitions of key terms are also provided, such as SJE, CCD, and how they relate. The literature review covers research methods and existing literature on SJE, CCD, and their relationships.
This document outlines various training programmes offered by The Human Resource Practice, including programmes focused on mindset change, engagement, skills building, keynote addresses, and sales training. It provides details on individual programmes, including their objectives, modules, and learning outcomes. Specific programmes described in detail include Optimising Your Performance, Breaking Boundaries, Energised Action, and Powerful Presentations. Contact information is provided at the beginning.
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
MBA dissertation_Gerald Overstall_FINAL_24_12_13Gez Overstall
This dissertation examines the factors that influence employee uptake of flexible working arrangements. Through a case study of JT, a telecommunications company, the author conducted a survey of JT employees to understand the types of flexible working used, how arrangements are authorized, and employee perceptions of benefits and barriers. The study found that perceived barriers are a significant factor influencing uptake, and that challenges to these perceptions, tailored arrangements, and support through technology and training could help improve uptake of flexible working policies. The dissertation makes recommendations for organizations seeking to increase the value derived from flexible working.
This document provides guidance on managing SAP ERP 6.0 upgrade projects. It discusses determining the upgrade strategy and scope, including technical considerations and enhancement package installation options. It also covers resourcing models, scheduling, estimating costs and effort. The document outlines building a project team and roles, as well as quality assurance and testing practices. It provides details on cutover planning and post cutover activities. Best practices are shared for project management and technical implementation.
Google has a unique organizational culture and HR strategies that have helped it become one of the top companies to work for. They hire only the best talent and provide an empowering work environment with perks like flexible hours, free food and activities. Their flat structure promotes collaboration and transparency. Performance is evaluated qualitatively rather than just metrics. Compensation is competitive with bonuses for team and individual achievements. Their people-first approach has allowed Google to attract top talent and drive innovation.
This document provides an overview of mind mapping strategies and applications. It contains 6 chapters that discuss how to use mind maps for various purposes like problem solving, decision making, project management, education, and more. Specific strategies are presented, such as using symbols, color, and pictures effectively in mind maps. Advanced strategies include creating master maps, dividing maps into sub-maps, and refactoring mind maps. Case studies demonstrate how mind maps have been used for business proposals, project planning, conference planning, and other tasks.
An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hi...Ayesha Majid
FMC Corporation is a global chemical manufacturing company headquartered in Philadelphia. It was founded in 1883 and has since grown and diversified its operations. The document provides an overview of FMC's history, core operations in agricultural solutions, health and nutrition, and lithium, as well as its vision, mission, organizational culture, and approach to sustainability and stakeholder management.
The document proposes solutions to problems in the Indian education system. It identifies two key problems: 1) education is disconnected from workplace/tertiary education needs, and 2) the system does not adequately prepare students for a changing future. The proposed solutions are: 1) imparting meaningful education that develops skills like inference and intuition, 2) inculcating decision-making skills through experiences like games, and 3) fostering participative decision processes. The document plans to test these solutions through pilot studies measuring student performance and perceptions from various stakeholders.
This document provides an overview and introduction to the Business Analysis Body of Knowledge (BABOK). It discusses the purpose and structure of the BABOK, which is organized into knowledge areas that cover key business analysis tasks. The knowledge areas include enterprise analysis, requirements planning and management, requirements elicitation, requirements analysis and documentation, requirements communication, and solution assessment and validation. The document provides high-level descriptions of the knowledge areas and their relationships to each other and the solution development lifecycle.
The document summarizes a 5-day boot camp training for 80 community health volunteers from Dagoreti and Kibera on developing income generating activities. The training covered topics like conducting SWOT and TOWS analyses to help participants develop business ideas. It also covered the business canvas model, resource mobilization, finance options, record keeping, marketing strategies, and team building. The goal was for participants to develop sustainable business plans for potential income generating projects to support their community health work. Overall, the boot camp helped participants gain knowledge and tools to develop viable businesses and strategies for implementation.
Employers’ Toolkit: Making Ontario Workplaces Accessible to People With Disab...Bob Vansickle
This toolkit was created to help Ontario employers tap into a vibrant and underutilized labour pool—people with disabilities—and to assist employers in meeting the Employment Standard of the Accessibility for Ontarians with Disabilities Act.
This document is a business plan for Swift Outdoor Accessible Recreation (SOAR), a non-profit organization that aims to provide accessible outdoor recreation programs and equipment for people with disabilities. The business plan includes an executive summary, industry and competitive analysis, SWOT analysis, marketing plan, operations plan, management team, finance plan, and exit strategy. SOAR's mission is to improve quality of life for those with disabilities by creating accessible outdoor environments in accordance with the Americans with Disabilities Act. The plan outlines SOAR's target markets, value proposition, pricing strategy, integrated marketing approach, budget, day-to-day operations, facilities and equipment needs, management team, and 5-year financial projections.
SAP Business Process Management - SAP RoadmapAisyah Widjaja
SAP Business Process Management is use for maintain, learn, and analyze business process in SAP. Its use for any module and very helpful for SAP users.
The document provides guidelines for managing projects through their lifecycle. It discusses defining project objectives and scope, developing a project plan, managing risks, and ensuring controls are in place. Templates are provided for key documents to help structure a project for success, including a project brief, initiation document, and benefits realization plan. Project managers are advised to scale processes based on a project's size and complexity to maximize its chances of meeting time, cost and quality goals.
This business plan proposes starting a take-out pizza business with $101,500 in funding to cover start-up costs. The plan projects that over 5 years the business could generate cumulative net profits over $600,000 and average monthly sales of $72,000, while maintaining adequate liquidity. The funding sought includes a $29,500 investment and $30,000 business loan to cover start-up expenses. The plan outlines the business model, products/services, target market, strategy, management, and financial projections, with the goal of securing additional funding to launch the take-out pizza business.
This document provides guidance for project managers on implementing development projects. It covers key project documents, developing implementation plans using logical frameworks and work plans, budget planning and monitoring, managing sub-grants, ensuring contract compliance, conducting monitoring and evaluation, and project reporting. The guide emphasizes CARE's program quality standards and principles of community involvement and gender equality. It aims to help project managers successfully carry out projects and account for results and use of funds.
This document presents a case study on the project appraisal system of Andhra Pradesh State Financial Corporation. It discusses the company profile, functions, and project appraisal process. The project appraisal process involves evaluating promoters, technical, financial, market and risk aspects of a proposed project. A theoretical framework is provided covering various stages of appraisal like promoter evaluation, technical, financial and market evaluation, risk assessment, and credit rating. Finally, a case study of a specific project appraisal is presented covering aspects like technical details, project costs, means of finance, economics of operations, and risk analysis.
This document provides guidance on effective asset management for supportive housing programs. It discusses the importance of asset management for securing the long-term financial viability of supportive housing. Some key steps outlined include defining asset management goals, thinking like a business operator, creating an asset management plan and binder, evaluating property managers, monitoring financial and operational performance metrics, identifying areas for cost savings or revenue growth, and maintaining properties to high standards. The overall aim is to help supportive housing programs take a more business-like approach to asset management.
The document provides an overview of an organization's human resource management practices including its organizational structure, human resource planning and forecasting, recruitment and selection, training and development, performance management, compensation and benefits, career management, and labor relations. It also includes a SWOT analysis identifying strengths like its target customers and infrastructure, weaknesses such as financial instability and high employee turnover, opportunities such as enhancing recruitment policies and threats like emerging competitors. The document concludes with recommendations to improve practices such as restructuring services, drafting clear job requirements, implementing promotion policies, and enhancing training and relations with stakeholders.
Building special operations partnership in afghanistan and beyondMamuka Mchedlidze
This document discusses building special operations partnerships in Afghanistan and beyond. It examines case studies of special operations force partnerships in Afghanistan, Iraq, and Colombia. In Afghanistan, it analyzes partnerships between international forces and the Afghan National Army's Special Operations Kandaks and the Ministry of Interior's National Mission Units and Provincial Response Companies. It finds that effective partnerships rely on co-locating teams, focusing on mutually agreed upon missions, developing rapport between forces, conducting pre-mission training together, and maintaining continuity in partnered units. The case studies of partnerships in Iraq and Colombia provide additional examples of successful special operations collaboration.
Evaluating Crime Prevention Through Social Development by Abid Jan OttawaAbid Jan
This document provides guidance on evaluating a No Community Left Behind (NCLB) strategy through a comprehensive process. It outlines a 5-step approach to evaluation: 1) plan what you want to know, 2) identify an evaluator, 3) describe how the strategy works, 4) assess how well it achieves its goals, and 5) communicate results. Challenges include the multi-faceted nature of NCLB strategies and ensuring proper information sharing among partners. The document provides tools and resources to help communities successfully evaluate their local NCLB efforts.
This document provides an overview of health, safety, security and environment (HSSE) implementation during the construction, commissioning and start-up phases of the Pearl GTL project. It discusses several key aspects of HSSE including developing a safety culture, implementing an HSSE management system, establishing an HSSE organization and roles, and identifying critical HSSE processes. The document is intended to share lessons learned from Pearl GTL to help other projects improve their HSSE performance during project transitions from construction to operations.
This document provides guidance on managing SAP ERP 6.0 upgrade projects. It discusses determining the upgrade strategy and scope, including technical considerations and enhancement package installation options. It also covers resourcing models, scheduling, estimating costs and effort. The document outlines building a project team and roles, as well as quality assurance and testing practices. It provides details on cutover planning and post cutover activities. Best practices are shared for project management and technical implementation.
Google has a unique organizational culture and HR strategies that have helped it become one of the top companies to work for. They hire only the best talent and provide an empowering work environment with perks like flexible hours, free food and activities. Their flat structure promotes collaboration and transparency. Performance is evaluated qualitatively rather than just metrics. Compensation is competitive with bonuses for team and individual achievements. Their people-first approach has allowed Google to attract top talent and drive innovation.
This document provides an overview of mind mapping strategies and applications. It contains 6 chapters that discuss how to use mind maps for various purposes like problem solving, decision making, project management, education, and more. Specific strategies are presented, such as using symbols, color, and pictures effectively in mind maps. Advanced strategies include creating master maps, dividing maps into sub-maps, and refactoring mind maps. Case studies demonstrate how mind maps have been used for business proposals, project planning, conference planning, and other tasks.
An overview of Food Machinery and Chemicals Corporation (FMC)’s Managerial hi...Ayesha Majid
FMC Corporation is a global chemical manufacturing company headquartered in Philadelphia. It was founded in 1883 and has since grown and diversified its operations. The document provides an overview of FMC's history, core operations in agricultural solutions, health and nutrition, and lithium, as well as its vision, mission, organizational culture, and approach to sustainability and stakeholder management.
The document proposes solutions to problems in the Indian education system. It identifies two key problems: 1) education is disconnected from workplace/tertiary education needs, and 2) the system does not adequately prepare students for a changing future. The proposed solutions are: 1) imparting meaningful education that develops skills like inference and intuition, 2) inculcating decision-making skills through experiences like games, and 3) fostering participative decision processes. The document plans to test these solutions through pilot studies measuring student performance and perceptions from various stakeholders.
This document provides an overview and introduction to the Business Analysis Body of Knowledge (BABOK). It discusses the purpose and structure of the BABOK, which is organized into knowledge areas that cover key business analysis tasks. The knowledge areas include enterprise analysis, requirements planning and management, requirements elicitation, requirements analysis and documentation, requirements communication, and solution assessment and validation. The document provides high-level descriptions of the knowledge areas and their relationships to each other and the solution development lifecycle.
The document summarizes a 5-day boot camp training for 80 community health volunteers from Dagoreti and Kibera on developing income generating activities. The training covered topics like conducting SWOT and TOWS analyses to help participants develop business ideas. It also covered the business canvas model, resource mobilization, finance options, record keeping, marketing strategies, and team building. The goal was for participants to develop sustainable business plans for potential income generating projects to support their community health work. Overall, the boot camp helped participants gain knowledge and tools to develop viable businesses and strategies for implementation.
Employers’ Toolkit: Making Ontario Workplaces Accessible to People With Disab...Bob Vansickle
This toolkit was created to help Ontario employers tap into a vibrant and underutilized labour pool—people with disabilities—and to assist employers in meeting the Employment Standard of the Accessibility for Ontarians with Disabilities Act.
This document is a business plan for Swift Outdoor Accessible Recreation (SOAR), a non-profit organization that aims to provide accessible outdoor recreation programs and equipment for people with disabilities. The business plan includes an executive summary, industry and competitive analysis, SWOT analysis, marketing plan, operations plan, management team, finance plan, and exit strategy. SOAR's mission is to improve quality of life for those with disabilities by creating accessible outdoor environments in accordance with the Americans with Disabilities Act. The plan outlines SOAR's target markets, value proposition, pricing strategy, integrated marketing approach, budget, day-to-day operations, facilities and equipment needs, management team, and 5-year financial projections.
SAP Business Process Management - SAP RoadmapAisyah Widjaja
SAP Business Process Management is use for maintain, learn, and analyze business process in SAP. Its use for any module and very helpful for SAP users.
The document provides guidelines for managing projects through their lifecycle. It discusses defining project objectives and scope, developing a project plan, managing risks, and ensuring controls are in place. Templates are provided for key documents to help structure a project for success, including a project brief, initiation document, and benefits realization plan. Project managers are advised to scale processes based on a project's size and complexity to maximize its chances of meeting time, cost and quality goals.
This business plan proposes starting a take-out pizza business with $101,500 in funding to cover start-up costs. The plan projects that over 5 years the business could generate cumulative net profits over $600,000 and average monthly sales of $72,000, while maintaining adequate liquidity. The funding sought includes a $29,500 investment and $30,000 business loan to cover start-up expenses. The plan outlines the business model, products/services, target market, strategy, management, and financial projections, with the goal of securing additional funding to launch the take-out pizza business.
This document provides guidance for project managers on implementing development projects. It covers key project documents, developing implementation plans using logical frameworks and work plans, budget planning and monitoring, managing sub-grants, ensuring contract compliance, conducting monitoring and evaluation, and project reporting. The guide emphasizes CARE's program quality standards and principles of community involvement and gender equality. It aims to help project managers successfully carry out projects and account for results and use of funds.
This document presents a case study on the project appraisal system of Andhra Pradesh State Financial Corporation. It discusses the company profile, functions, and project appraisal process. The project appraisal process involves evaluating promoters, technical, financial, market and risk aspects of a proposed project. A theoretical framework is provided covering various stages of appraisal like promoter evaluation, technical, financial and market evaluation, risk assessment, and credit rating. Finally, a case study of a specific project appraisal is presented covering aspects like technical details, project costs, means of finance, economics of operations, and risk analysis.
This document provides guidance on effective asset management for supportive housing programs. It discusses the importance of asset management for securing the long-term financial viability of supportive housing. Some key steps outlined include defining asset management goals, thinking like a business operator, creating an asset management plan and binder, evaluating property managers, monitoring financial and operational performance metrics, identifying areas for cost savings or revenue growth, and maintaining properties to high standards. The overall aim is to help supportive housing programs take a more business-like approach to asset management.
The document provides an overview of an organization's human resource management practices including its organizational structure, human resource planning and forecasting, recruitment and selection, training and development, performance management, compensation and benefits, career management, and labor relations. It also includes a SWOT analysis identifying strengths like its target customers and infrastructure, weaknesses such as financial instability and high employee turnover, opportunities such as enhancing recruitment policies and threats like emerging competitors. The document concludes with recommendations to improve practices such as restructuring services, drafting clear job requirements, implementing promotion policies, and enhancing training and relations with stakeholders.
Building special operations partnership in afghanistan and beyondMamuka Mchedlidze
This document discusses building special operations partnerships in Afghanistan and beyond. It examines case studies of special operations force partnerships in Afghanistan, Iraq, and Colombia. In Afghanistan, it analyzes partnerships between international forces and the Afghan National Army's Special Operations Kandaks and the Ministry of Interior's National Mission Units and Provincial Response Companies. It finds that effective partnerships rely on co-locating teams, focusing on mutually agreed upon missions, developing rapport between forces, conducting pre-mission training together, and maintaining continuity in partnered units. The case studies of partnerships in Iraq and Colombia provide additional examples of successful special operations collaboration.
Evaluating Crime Prevention Through Social Development by Abid Jan OttawaAbid Jan
This document provides guidance on evaluating a No Community Left Behind (NCLB) strategy through a comprehensive process. It outlines a 5-step approach to evaluation: 1) plan what you want to know, 2) identify an evaluator, 3) describe how the strategy works, 4) assess how well it achieves its goals, and 5) communicate results. Challenges include the multi-faceted nature of NCLB strategies and ensuring proper information sharing among partners. The document provides tools and resources to help communities successfully evaluate their local NCLB efforts.
This document provides an overview of health, safety, security and environment (HSSE) implementation during the construction, commissioning and start-up phases of the Pearl GTL project. It discusses several key aspects of HSSE including developing a safety culture, implementing an HSSE management system, establishing an HSSE organization and roles, and identifying critical HSSE processes. The document is intended to share lessons learned from Pearl GTL to help other projects improve their HSSE performance during project transitions from construction to operations.
LED in post crises situation operations guideled4lgus
This document provides an operational guide for local economic development (LED) in post-crisis situations. It discusses how crises often create economic and social problems and disrupt livelihoods. LED is presented as an approach that can help address these issues through a participatory process that empowers local communities, supports the creation of decent jobs, and promotes long-term sustainable development. The guide covers LED theory, processes, tools, and actions to facilitate economic recovery while considering social, political, economic and environmental factors. It aims to help readers design and implement inclusive, bottom-up LED strategies tailored to local needs in crisis-affected areas.
This document is an introduction to the Life Skills and Leadership Manual created by the Peace Corps to develop life skills and leadership abilities in youth. It was created with input from Peace Corps staff and volunteers in several countries to address core competencies related to health, work, and community engagement. The manual contains over 45 hours of interactive sessions divided into units on personal development, interpersonal development, goal setting, and teamwork/leadership. It is intended for youth ages 12-18 and utilizes experiential learning techniques.
The International Finance Corporation, AXA and Accenture have produced a report on how much growth the women’s market represents for the insurance industry, and what women (particularly in emerging markets) want and need from insurance products and services. It also provides recommendations on how to attract and retain women as vital clients. This report identifies some of the major opportunities resulting from the increased presence of women in the global insurance marketplace. With increased income, women are enjoying greater spending and household bargaining power. Women represent an attractive customer base that can help insurers grow while improving their operational risks and lowering their operating costs.
The document presents a seven-step process for assessing the effectiveness of special operations forces (SOF) missions and activities. The key steps are: 1) Determine objectives, 2) Identify activities, 3) Define measures of effectiveness (MOEs), 4) Develop indicators and collect data, 5) Conduct line-of-effort (LOE) specific analysis, 6) Consolidate analysis, and 7) Commander review. The process uses LOEs that are typical for SOF, such as developing partner forces and precision targeting. It provides example MOEs for different LOEs and discusses how to implement the assessment process.
This document provides a summary of best practices for software deployment based on IBM's experience working with customers. It discusses the importance of software deployment and outlines a three-phase software deployment method. The phases are: Phase 0 - Prepare for Deployment, Phase 1 - Refine and Promote the Plan, and Phase 2 - Deploy Software. For each phase, it describes the steps, owners/participants, inputs/outputs, and benefits. It also covers defining roles and responsibilities, establishing a software deployment team, developing a deployment plan, and realizing value from successful deployment. The goal is to help customers drive deployment success and get the most value from their software.
This document provides an overview and introduction to the fifth edition of the book "Root Cause Analysis in Health Care: Tools and Techniques". It lists the executive editor, project manager, reviewers, and details about the mission and standards of Joint Commission Resources. It also includes a table of contents showing the chapters and steps involved in root cause analysis. The introduction explains that the book is designed to provide accurate information to help health care organizations conduct root cause analyses after adverse events.
The document provides an overview of an initiative between IFC, AXA, and Accenture to research how to better serve women clients in emerging markets through insurance products and services. It acknowledges the contributions of various organizations and individuals involved in developing the report. The report aims to highlight women as a growing economic force and important customer segment by analyzing their insurance needs and providing recommendations for how the industry can better protect women and support their economic empowerment.
This document provides an introduction and overview of key topics related to managing organizational change. It discusses why studying organizational change and the role of leadership in change processes is important. It notes that the ability to change is critical for organizational viability. Additionally, it highlights the importance of organizational identity in change processes and how leaders play a role in shaping organizational culture and image during times of change. The introduction sets up the overall context and themes that will be explored further in the paper.
International Innovators is a business that provides services related to international business and exports. It aims to deliver high quality and cost-effective services through innovation. The business plan outlines the company's vision, services, management team, goals, and 5-year financial projections. It also includes a research report on the current export market and industry trends based on surveys conducted with local companies.
25quickformativeassessments 130203063349-phpapp01Sarah Jones
This document is a book that provides 25 quick formative assessment strategies for teachers to use in a differentiated classroom. It includes an introduction explaining what formative assessments are and how to use the strategies in the book. The strategies are organized into four sections: summaries and reflections, lists, charts and graphic organizers, visual representations of information, and collaborative activities. Each strategy includes a description, examples, and tips for implementation. The book aims to help teachers gather real-time data on student understanding to inform instruction and meet the diverse needs of learners.
This document provides an introduction to 25 quick formative assessments for use in a differentiated classroom. It discusses formative assessments, which are ongoing checks for understanding that inform instruction and provide students feedback. These assessments are important for differentiation, allowing teachers to address student needs. The introduction outlines the benefits of formative assessments and argues they do not need to take much class time. It presents types of quick formative assessments and provides guidance on using the strategies in the book, tracking assessment data, differentiating instruction, and gathering multiple sources of evidence. The assessments are organized into sections on summaries, lists/charts, visual representations, and collaborative activities.
21st century skills are a key requirement for any potential or existing employee to showcase. These contemporary skills are an indicator to an employer that you as an applicant are a well-rounded individual that is able to adapt and succeed in the role. In fact, employers often rate graduates who can demonstrate generic skills (sometimes referred to as ‘soft’ skills, professional skills or transferable skills) as preferential candidates as opposed to those who simply rely on academic results alone.
Explore the top 21st Century skills that employers are looking for in graduates, and consider how these skills relate to the skills, values and strengths you identified in the previous activities.
1. Collaboration
Is a skill relating to how well you:
· Work effectively as a team member
· Coordinate, cooperate and interact with others
· Contribute and participate with others
· Demonstrate ability to work effectively and respectfully with diverse teams
· Assume shared responsibility for collaborative work
2. Communication
Is a skill relating to how well you:
· Select your channel and methods of communication (e.g. face-to-face, email, phone, chat)
· Adapt communication to ensure it is professional and fit for purpose and culture
· Continuously reflect on how your communication style is perceived by others
3. Community Engagement
Is a skill relating to how well you:
· Actively engage and connect to your local community
· Effectively operate in different communities and cultural settings
· Engage and work collaboratively to make a difference in community activities with a diverse group of people
4. Creativity
Is a skill relating to how well you:
· Use your imagination and ideas to create something new
· Demonstrate originality and inventiveness
· Push conceptual and practical boundaries
5. Critical Thinking
Is a skill relating to how well you:
· Apply logic in a holistic manner
· Use criteria and reflection to measure the impact of your thinking
· Recognise that learning and thinking are ongoing skills to acquire
· measure
· reflection
· measures
6. Enterprise Ready
Is a skill relating to how well you:
· Create new work opportunities
· Gather resources to support business start ups
· Use your business skills to improve business outcomes (e.g. relationship building / networking)
7. Global Outlook
Is a skill relating to how well you:
· Understand your rights and responsibilities as a global citizen
· Value diversity and be informed about the social and political world
· Support initiatives, values and practices that prioritise peace, security and human rights around the world
8. Innovation
Is a skill relating to how well you:
· Recognise opportunities to develop and apply new ideas
· Reflect on project outcomes and revise for ongoing improvement
· Work with a future mindset and identify opportunities for continuous improvement
9. Leadership
Is a skill relating to how well you:
· Negotiate, persuade and influence others
· Direct and g ...
Hospitality Strategic Management_ Concepts and Cases (Second Edition)_1 (1).pdfMerlynCasem
This document is the preface to the second edition of the textbook "Hospitality Strategic Management: Concepts and Cases" by Cathy A. Enz. It is printed on acid-free paper and copyrighted to John Wiley & Sons, Inc. The book is dedicated to the author's parents Richard and Betty Enz.
This document outlines the business plan for Coinaid Earth Project, which aims to install coin exchange machines around the world to facilitate donations for environmental causes. The key aspects of the plan are:
1. The company will install coin exchange machines in high traffic locations like airports and train stations that will allow travelers to exchange coins for bills and donate the cash value to environmental charities.
2. The machines will be funded through an investment offering and will generate revenue through exchange fees from users.
3. Financial projections estimate the company will break even within 3 years and become profitable thereafter, with strong growth potential as more machines are installed globally.
AN INTRODUCTION TO MENTAL HEALTH Facilitator S Manual For Training Community ...Lisa Graves
This document is a facilitator's manual for training community health workers in India on mental health. It contains information on conducting a 4-day training course covering topics such as introduction to mental health and mental disorders, common and severe mental disorders, mental health first aid, counseling skills, supporting families, referring patients, promoting mental health, and addressing issues like stigma, poverty, and gender. The manual provides guidance for facilitators, learning activities, case studies, and appendices with additional reference materials. It aims to build the capacity of community health workers to better support those suffering from mental illnesses.
This document provides an overview and summary of a book titled "Selling IBM's Innovative Solutions". The book discusses how IBM helps clients innovate their businesses through on demand solutions. It covers topics like defining an on demand business, marketplace trends driving innovation, IBM's solution offerings across business and infrastructure, and techniques for building client relationships. The document outlines the book's contents across multiple chapters focused on these topics.
This document provides an overview of the COMUNIS project, which aimed to promote inter-municipal cooperation for strategic commercial location development in small and medium-sized enterprises in the Alpine region. The project was led by the University of Applied Sciences Western Switzerland and involved partners from several Alpine countries. It identified challenges to inter-municipal cooperation through case studies of six pilot areas and developed guidelines to address issues like available land, perceptions of areas, and frameworks for businesses. The guidelines outline an eight-step process for contexts, analysis, visioning, strategy, implementation, and evaluation of inter-municipal commercial location development projects.
Similar to Case: Field Manual for Your Workers on Grow Next Level Program (20)
The document describes a learning cell, which is a small peer learning group of 4-6 professionals that meets regularly for 2-4 hours per session. The group has an overarching theme but discusses detailed topics in an open manner. It operates with principles of openness, trust, balanced participation, and learning from each other rather than proving points. Typical sessions involve check-ins, planning the agenda, carrying out the planned discussion, and summarizing the key outcomes.
Tiimiakatemia® Skill Profile is a competency model for students who study to become teampreneurs (entrepreneurs who work in teams). Table of contents. In Finnish.
Case: Curriculum Design of University of Iringa's BAME programJukka Hassinen
This document provides details on the proposed Bachelor of Arts in Management and Entrepreneurship (BAME) program at the University of Iringa in Tanzania, including:
- An overview of the program structure and expected learning outcomes at the higher certificate, higher diploma, and bachelor levels.
- A rationale for the program focusing on addressing youth unemployment in Tanzania through entrepreneurship education.
- Details on curriculum development, teaching methods, assessment, facilities, and alignment with the Tanzanian Qualifications Framework.
- The program is proposed to start with an intake of 50 students per year and increase to 100-150 students annually to address the need for entrepreneurship training and reduce youth unemployment
Case: A Few Great Slides on Tiimiakatemia® MethodJukka Hassinen
A Few Great Slides on Tiimiakatemia® Method that introduce the basics of the coaching methodology. All copyrights of all sources referred to in this document belong to their respective owners. Tiimiakatemia Global (Partus Ltd) encourages everyone to buy and/or read them.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
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GROW NEXT LEVEL FIELD MANUAL
Tips, Tools and Concepts for Grow Next Level Team Coaches
September 2015
3. 2 (110)
“Gutta cavat lapidem, non vi sed saepe cadendo. ”
”The drop excavates the stone, not with force but by falling often.”
“Be the change that you wish to see in the world.”
“Understand the process and the needs of your team. Adapt. Improvise. Stay flexible.
Keep your eyes on the ball but understand the whole game.”
Dedicated to
all known and unknown team coaches and teampreneurs
who do things that matter.
Tiimiakatemia Global, Finland.
4. 3 (110)
TABLE OF CONTENTS
1 Foreword – The Purpose of This Field Manual.............................................................. 7
2 Factsheet - Grow Next Level ............................................................................................ 8
3 Introduction and Basics .................................................................................................... 9
3.1 Grow Next Level in a Nutshell ....................................................................................................................9
3.2 Modules of Grow Next Level – Theme Lenses .........................................................................................10
3.3 Teamwork and Team Learning ..................................................................................................................10
3.4 Training Sessions and Dialogue.................................................................................................................11
3.5 Learning by Doing .....................................................................................................................................12
3.6 Exit Gate Documentation and Portfolio.....................................................................................................13
4 Tips to Grow Next Level Team Coaches ....................................................................... 15
4.1 Team Development ....................................................................................................................................15
4.2 Team Coach’s Tasks and Roles .................................................................................................................16
4.3 A Few Philosophical Notes of Grow Next Level and Community Engagement.......................................18
5 Grow Next Level in Practice........................................................................................... 19
5.1 Starting a New Program Cycle - Intensive Weeks.....................................................................................19
5.2 Everyday Activities During Grow Next Level...........................................................................................19
6 Module 1: Teams and Community ................................................................................ 21
6.1 Goals and Core Ideas of Module 1.............................................................................................................21
6.2 Summary of Module 1’s Activities ............................................................................................................21
6.3 Building Up the Team................................................................................................................................22
6.3.1 Why Do We Need Teams?..................................................................................................................22
6.3.2 Teams vs. Groups...............................................................................................................................22
6.3.3 Team Roles.........................................................................................................................................23
6.3.4 Naming Our Team .............................................................................................................................23
6.4 Setting Learning Goals...............................................................................................................................24
6.4.1 Crafting Learning Goals....................................................................................................................24
6.4.2 Team’s Two Basic Requirements.......................................................................................................26
6.4.3 Choosing Leaders ..............................................................................................................................27
6.4.4 Team Discipline and Team Rules ......................................................................................................28
6.5 Project Work ..............................................................................................................................................28
6.5.1 Project Idea........................................................................................................................................28
6.5.2 Project Groups...................................................................................................................................29
6.5.3 Project Planning Tool........................................................................................................................30
7 Module 2: Creativity and Innovations........................................................................... 31
7.1 Goals and Core Ideas of Module 2.............................................................................................................31
7.2 Summary of Module 2’s Activities ............................................................................................................31
7.3 Creativity and Innovations .........................................................................................................................32
7.3.1 Creative Story ....................................................................................................................................32
7.3.2 What are Creativity, Idea and Innovation? .......................................................................................33
7.3.3 Classical Brainstorming ....................................................................................................................34
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7.3.4 Six Ways of Thinking..........................................................................................................................35
7.3.5 Learning Café ....................................................................................................................................36
7.3.6 Good vs. Bad Idea..............................................................................................................................37
7.3.7 It’s all mixed up!................................................................................................................................38
7.3.8 100 Ideas............................................................................................................................................38
7.3.9 That’s Very Clever, Mr. Einstein!......................................................................................................39
7.4 Innovative Business....................................................................................................................................39
7.4.1 Business Passion................................................................................................................................39
7.4.2 Innovation funnel ...............................................................................................................................40
7.4.3 But Why?............................................................................................................................................41
7.4.4 The Hedgehog Concept......................................................................................................................41
7.4.5 Resource Mapping .............................................................................................................................42
7.4.6 DIY Ideas from Internet .....................................................................................................................43
7.5 Creativity & Art .........................................................................................................................................45
7.5.1 Graphic Facilitation ..........................................................................................................................45
7.5.2 Mind Mapping....................................................................................................................................45
7.5.3 Art Event ............................................................................................................................................46
8 Marketing and Sales........................................................................................................ 47
8.1 Goals and Core Ideas of Module 3.............................................................................................................47
8.2 Summary of Module 3’s Activities ............................................................................................................47
8.3 Marketing ...................................................................................................................................................48
8.3.1 What is Marketing?............................................................................................................................48
8.3.2 Magic Formula 1: 6 six environments...............................................................................................49
8.3.3 Magic Formula 2: 4P ........................................................................................................................51
8.3.4 Magic Formula 3: 5E ........................................................................................................................52
8.3.5 Summing up the formulas: 4P + 5E + 6............................................................................................53
8.3.6 Designing Marketing Materials.........................................................................................................53
8.4 Sales ...........................................................................................................................................................55
8.4.1 Sales Process .....................................................................................................................................55
8.4.2 Customer Research Project ...............................................................................................................57
8.4.3 Competition Analysis .........................................................................................................................59
8.4.4 Customer Relationships .....................................................................................................................60
8.4.5 Customer Visits..................................................................................................................................62
8.5 Brands.........................................................................................................................................................63
8.5.1 Brand Envelope..................................................................................................................................63
9 Module 4: Leadership ..................................................................................................... 66
9.1 Goals and Core Ideas of Module 4.............................................................................................................66
9.2 Summary of Module 4’s Activities ............................................................................................................66
9.3 Leadership ..................................................................................................................................................67
9.3.1 Defining a Good Leader ....................................................................................................................67
9.3.2 Leadership Practices .........................................................................................................................68
9.3.3 Peer Leadership.................................................................................................................................69
9.4 Self-Leadership ..........................................................................................................................................70
9.4.1 Time Management..............................................................................................................................70
9.4.2 Progress in self-leadership ................................................................................................................72
9.5 Leadership in a team ..................................................................................................................................73
9.5.1 Project Analysis .................................................................................................................................73
9.5.2 Leadership Challenge........................................................................................................................74
6. 5 (110)
10 Finances and Communication........................................................................................ 75
10.1 Goals and Core Ideas of Module 5............................................................................................................75
10.2 Summary of Module 5’s Activities...........................................................................................................75
10.3 Finances.....................................................................................................................................................76
10.3.1 Company Paperwork and Numbers.................................................................................................76
10.3.2 Different Kinds of Companies..........................................................................................................78
10.3.3 Steps in Business Budgeting ............................................................................................................79
10.3.4 Pricing and Proposals .....................................................................................................................80
5.2 Communication ..............................................................................................................................................82
10.3.5 Communication Channels................................................................................................................82
10.3.6 How to network and Find Contacts .................................................................................................84
10.3.7 Social Media ....................................................................................................................................85
11 Module 6: Entrepreneur’s Philosophy .......................................................................... 87
11.1 Goals and Core Ideas of Module 6............................................................................................................87
11.2 Summary of Module 6’s Activities...........................................................................................................87
11.3 Coaching ...................................................................................................................................................88
11.3.1 Introduction to Coaching.................................................................................................................88
11.3.2 Introduction to Team Coaching Approach ......................................................................................89
11.3.3 From a Champion to Grow Next Level Team Coach ......................................................................91
11.4 Planning Future.........................................................................................................................................92
11.4.1 Lessons Learnt (Reflection Paper) ..................................................................................................92
11.4.2 Company’s Future and Reviewing All Projects and Finances........................................................94
11.4.3 Entrepreneur’s Philosophy..............................................................................................................95
11.4.4 The Business Model Canvas ............................................................................................................96
12 Graduation ....................................................................................................................... 98
Attachments.......................................................................................................................... 101
Attachment 1: Grow Next Level Application Form Template...........................................................................101
Attachment 2: Book Recommendations for Champions and Team Coaches Alike...........................................102
Attachment 3: Module 1 Book Recommendations - Teams and Community....................................................103
Attachment 4: Module 2 Book Recommendations - Creativity and Innovations...............................................104
Attachment 5: Module 3 Book Recommendations - Marketing and Sales ........................................................105
Attachment 6: Module 4 Book Recommendations - Leadership .......................................................................106
Attachment 7: Module 5 Book Recommendations - Finances and Communication .........................................107
Attachment 8: Module 6 Book Recommendations - Entrepreneur’s Philosophy ..............................................108
Attachment 9: Book Recommendations for Team Coaches...............................................................................109
7. 6 (110)
LIST OF TABLES AND ILLUSTRATIONS
TABLE 1. Grow Next Level Factsheet........................................................................................................................8
TABLE 2. Modules of Grow Next Level. .................................................................................................................10
ILLUSTRATION 1. Team Coach’s Roles in Different Team Development Phases................................................16
ILLUSTRATION 2. The Coaching Spectrum...........................................................................................................17
TABLE 3. Intensive Week’s Content and Learning Activities. ................................................................................19
TABLE 4. Example on GNL Activities During a Week. ..........................................................................................20
TABLE 5. Summary of Module 1’s Activities..........................................................................................................21
TABLE 6. Example on the Use of Difference Board to Illustrate the Difference Between Groups and Teams.......23
ILLUSTRATION 3. Picture here!.............................................................................................................................26
TABLE 7. Summary of Module 2’s Activities..........................................................................................................31
ILLUSTRATION 4. Six Ways of Thinking. .............................................................................................................36
ILLUSTRATION 5. The Innovation Funnel.............................................................................................................40
ILLUSTRATION 6. The Hedgehog Concept............................................................................................................42
TABLE 8. Summary of Module 3’s Activities..........................................................................................................47
TABLE 9. 4P Magic Formula: Marketing Mix. ........................................................................................................51
ILLUSTRATION 7. 5E Model - Modified Experience Economy Model.................................................................52
ILLUSTRATION 8. Customer Loyality Ladder. ......................................................................................................60
ILLUSTRATION 9. Customer Bingo. ......................................................................................................................63
ILLUSTRATION 10. Brand Envelope......................................................................................................................64
TABLE 10. Summary of Module 4’s Activities........................................................................................................66
ILLUSTRATION 11. Task analysis framework. ......................................................................................................71
TABLE 11. Summary of Module 5’s Activities........................................................................................................75
TABLE 12. Social Media for Champions..................................................................................................................85
TABLE 13. Summary of Module 6’s Activities........................................................................................................87
TABLE 14. The Difference Board: Coach vs. Facilitator vs. Teacher......................................................................89