Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his behaviors
Macintosh became famous, and Jobs credited his team for its success
What is your opinion of how Jobs created and managed his team?
Teams – What Are They?
A team represents a group of people with different abilities and responsibilities, brought together to accomplish a task or variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to complete the task
Members collectively possess cognitive and communication skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational plan
Task Forces
Teams put together for a short time, usually to accomplish a specific task
Focus Groups
Groups or teams put together in order to discuss specific issues within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology who are entering the digital communication arena
People are more connected now than ever before but on a more superficial level
Both Natives and Immigrants often need to fine-tune their interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally without being face to face
Members primarily function in cyberspace, creating both advantages and disadvantages
Technologies such as Skype have created low-cost ways of connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so they built their team by hiring for attitude and then trained for skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
Teams are most effective .
Leading A Virtual Team by Julian E. DippJulian Dipp
A virtual team is a geographically dispersed group that works together using communication technology. Effective virtual team leadership requires mastering principles like clear communication, coordination using technology, and building trust from a distance. Selecting the right technology and training methods are important, as virtual meetings and shared workspaces replace face-to-face interactions. Leading virtual teams presents new challenges for coordinating people remotely.
This document discusses the importance of effective communication and provides guidance on how to design communication using the seven C's framework. The seven C's include understanding the Context, defining the key Content and question to answer, breaking Content into Components, editing by making Cuts, considering Composition, using Contrast to highlight important differences, and maintaining Consistency unless intended to highlight differences. Used together, the seven C's provide a process to design communication that engages audiences and helps them understand and remember essential information.
1. The document discusses how technology can be leveraged for collaboration but often fails to deliver on promises of knowledge sharing due to cultural and process issues.
2. It provides examples of technologies that can enable collaboration such as web conferencing and outlines roles for collaboratories in areas like distance education and employee management.
3. Successful virtual teams require strong communication, clear goals, trust, and occasional in-person meetings to overcome challenges of invisibility and isolation that technology-enabled distance can create.
Staying On Track With Virtual Teams- Web Version 092010tmharpster
This session explores the promise and challenge of virtual teaming. Using a simulation to demonstrate the real-world challenges, participants gain insight into the issues that commonly trip up virtual team members - and identify strategies for overcoming these challenges.
Develop a team mission statement along with teamwork project.docxsdfghj21
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and challenging and developing a shared mission statement, goals, and deadlines.
3) Creating an online workspace for collaboration and encouraging frequent communication through agreed tools.
Develop a team mission statement along with teamwork project.docx4934bk
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and assigning challenging, interesting tasks.
3) Developing a team mission statement, goals, deadlines and shared online workspace for collaboration.
4) Encouraging frequent communication and agreeing on communication tools.
The document discusses interpersonal communication in formal organizational relationships. It defines interpersonal communication and notes that effective communication is important for organizational efficiency and teamwork. It outlines common elements of interpersonal communication like sender, receiver, message, feedback, and barriers. It also discusses important skills for organizational communication like problem solving, listening, assertiveness, and negotiation. Finally, it provides tips for improving interpersonal communication in an organization, such as planning, understanding your audience, self-evaluation, and managing expectations.
Leading A Virtual Team by Julian E. DippJulian Dipp
A virtual team is a geographically dispersed group that works together using communication technology. Effective virtual team leadership requires mastering principles like clear communication, coordination using technology, and building trust from a distance. Selecting the right technology and training methods are important, as virtual meetings and shared workspaces replace face-to-face interactions. Leading virtual teams presents new challenges for coordinating people remotely.
This document discusses the importance of effective communication and provides guidance on how to design communication using the seven C's framework. The seven C's include understanding the Context, defining the key Content and question to answer, breaking Content into Components, editing by making Cuts, considering Composition, using Contrast to highlight important differences, and maintaining Consistency unless intended to highlight differences. Used together, the seven C's provide a process to design communication that engages audiences and helps them understand and remember essential information.
1. The document discusses how technology can be leveraged for collaboration but often fails to deliver on promises of knowledge sharing due to cultural and process issues.
2. It provides examples of technologies that can enable collaboration such as web conferencing and outlines roles for collaboratories in areas like distance education and employee management.
3. Successful virtual teams require strong communication, clear goals, trust, and occasional in-person meetings to overcome challenges of invisibility and isolation that technology-enabled distance can create.
Staying On Track With Virtual Teams- Web Version 092010tmharpster
This session explores the promise and challenge of virtual teaming. Using a simulation to demonstrate the real-world challenges, participants gain insight into the issues that commonly trip up virtual team members - and identify strategies for overcoming these challenges.
Develop a team mission statement along with teamwork project.docxsdfghj21
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and challenging and developing a shared mission statement, goals, and deadlines.
3) Creating an online workspace for collaboration and encouraging frequent communication through agreed tools.
Develop a team mission statement along with teamwork project.docx4934bk
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and assigning challenging, interesting tasks.
3) Developing a team mission statement, goals, deadlines and shared online workspace for collaboration.
4) Encouraging frequent communication and agreeing on communication tools.
The document discusses interpersonal communication in formal organizational relationships. It defines interpersonal communication and notes that effective communication is important for organizational efficiency and teamwork. It outlines common elements of interpersonal communication like sender, receiver, message, feedback, and barriers. It also discusses important skills for organizational communication like problem solving, listening, assertiveness, and negotiation. Finally, it provides tips for improving interpersonal communication in an organization, such as planning, understanding your audience, self-evaluation, and managing expectations.
The document discusses knowledge management challenges at Ernst & Young and proposes concepts for a wearable device to help address them. It outlines domains like knowledge management and wearable technologies. It describes typical consultant workflows and challenges like scattered knowledge platforms and lack of sharing across teams. Early concepts involve a wearable that scans work environments to locate people with similar work focus and name tag devices that share relevant information.
Running Head ALPHA1Running Head ALPHA 4.docxhealdkathaleen
Team Alpha discusses how they established norms and practices to promote effective collaboration as a virtual team. They established communication norms like scheduling regular check-ins three times a week to discuss progress and issues. They also established task norms like having team members voluntarily select work assignments. While they encountered some minor obstacles due to inconsistencies in their communication channels, they were able to overcome these through strong collaboration to complete their goals. Moving forward, they plan to implement clearer communication norms to improve their processes further.
A review of the technical and cultural benefits and barriers to adopting social media inside the organization to aid in collaboration, knowledge management.
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.
The document provides an overview of the stages of virtual team development and recommendations for leading teams at the early dependence and inclusion stage. It discusses how to build relationships, trust, and establish rules and roles to set the team up for success. Specifically, it recommends that leaders at this stage focus on communication, relationship building through informal discussions, agreeing on goals and responsibilities together, and choosing technologies that support interaction among diverse members. Establishing these foundational elements early on helps virtual teams overcome challenges and work effectively.
The document discusses matrix organizations and how to create a productive one. A matrix organization has employees report to both functional and project managers. Key points:
- Matrix organizations emerged in the 1960s aerospace industry and are well-suited for project-driven environments.
- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
- Scenarios and strategies are provided for a project manager meeting their first cross-matrix team with various issues. Focusing on goals, roles and building trust are emphasized.
Making long-distance relationships work
David Maxfield
Training.
51.5 (September-October 2014): p34+.
From Business Collection.
Copyright:
COPYRIGHT 2014 Lakewood Media Group, LLC
http://www.trainingmag.com/content/about-us
Full Text:
Problems that involve remote colleagues result in significantly
more severe impacts to productivity, cost, quality, and time, according to a
survey by VitalSmarts and Training magazine. But the situation isn't
hopeless. Here are some steps that can help.
"If people were down the hall, I'd know what to do. But
most of them work half-way across the world."
It used to be that only nerds and defective managers would use
phone calls and e-mails alone to address performance problems. Savvy leaders
would practice "management by walking around." They'd meet
with the person, face to face, because they'd want to use every
interpersonal skill in their tool kit.
But the world has changed. Now many of us rely on virtual
communication--not because we're nerds, but because we're working
with people we've never met and may never meet.
VitalSmarts partnered with Training magazine to explore the kinds
of problems this new work environment creates, and to offer some solutions.
We surveyed more than 2,000 employees and managers to learn from their
experiences.
The New World of Work
Our data confirmed that the world has changed: Some 64 percent of
the people we surveyed work with remote team members on a frequent basis.
These people rely extensively on virtual communication to solve
problems. E-mail, conference calls, and phone calls are the most common. No
surprise there, but we were surprised to find instant messaging came in as
one of the top three communication tools for nearly half the respondents.
As predicted, many problems are magnified when colleagues are
remote. In fact, the survey revealed people are four times as likely to say
that remote employees:
* Don't fight for their priorities.
* Don't work on their project or give it a half-hearted
effort.
* Make changes without warning.
And it isn't just cooperation that gets sapped by
distance--trust is drained, as well. People are three times as likely to say
people who are remote:
* Try to mislead them instead of giving accurate and timely
information.
* Don't follow through on commitments.
* Don't make deadlines.
* Don't warn them when they are going to miss a deadline.
Further, problems that involve remote colleagues take
significantly longer to solve, and they result in significantly more severe
.
Delta Force presented on the problem of online group work and collaboration efficiency. They began by outlining their problem statement, stakeholder mapping, and ethnographic research involving questionnaires. Key frustrations identified included distractions, lack of focus, miscommunications, and technological issues. Personas were developed for stakeholders including students frustrated by connectivity, workload, and health issues. The team then ideated solutions, researching collaboration platforms before prototyping their proposed solution - an app called Delta Lite aimed at solving collaboration problems in a single platform.
This document discusses effective team management. It defines a team and explains that teams are effective because they can achieve higher quality outcomes, higher efficiency, faster speed, and more thoughtful ideas than individuals working alone. Characteristics of effective teams include clear expectations, commitment, competence, collaboration, and communication. The document also discusses fostering team creativity, dealing with conflicts, and conducting team building exercises.
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 various management skills including entrepreneurship, leadership, motivation, conflict management, presentation skills, and team building. It discusses how managers can develop these skills and addresses challenges such as demotivators, goal setting, and strategy development. Case studies are presented on production planning and tourism strategy to demonstrate teamwork applications.
4 tips to overcome communication barrier at work.pptxHirect
Effective communication is the key to the success of any organization or business.When you can communicate easily with your coworkers, you can easily solve any problems or issues. Nowadays, many people have to face many communication difficulties. The message intended by the sender is not understood by the recipient in the same terms and meaning, and hence the communication is impaired. These communication barriers need to be addressed and overcome to ensure smooth and effective communication.
1) Clear communication skills are in high demand by employers and help individuals advance their careers. Studies show that written and verbal communication skills are among the top attributes sought by employers when hiring new graduates.
2) Developing strong communication abilities can help one become a leader. Powerful communicators are able to learn from others, coordinate team efforts, share knowledge, inspire people, and enhance all of their other skills.
3) Staying connected with relationships, communities, colleagues, and civic matters requires effective communication. Human connection, driven by communication, is important for health, safety, and success at both individual and societal levels. Clear communicators are able to foster important connections.
Best Practices Of Managing Virtual Software Development TeamsMarisela Stone
Virtual teams have several advantages over traditional colocated teams, including reduced costs from eliminating travel expenses, a larger pool of talent to draw from regardless of location, and the ability to operate across time zones to facilitate around-the-clock work. However, virtual teams also face significant challenges like difficulties building trust and communication breakdowns when members are geographically dispersed and rely primarily on technology to collaborate. Effective practices for managing virtual teams include establishing clear expectations, facilitating informal social interactions to build relationships, and providing training to develop skills for virtual collaboration.
5 Disciplines to Recruiting Excellence Kevin Wheeler
The document discusses how five disciplines and analytics can drive recruiting excellence. It outlines challenges recruiters now face including dealing with ambiguity, complexity, and new interdependencies. Recruiters must also be creative. Recruiting excellence is defined as being efficient, effective, simple, and innovative. A model is presented based on Peter Senge's five disciplines: personal mastery, mental models, shared vision, team learning, and systems thinking. Analytics is at the core. Recruiters must challenge assumptions, foster team learning, strive for personal mastery, and take a systems view using analytics.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
ISOL 533 Project1OverviewWrite paper in sections.docxvrickens
ISOL 533 Project
1
Overview
Write paper in sections
Understand the company
Find similar situations
Research and apply possible solutions
Research and find other issues
2
CarVend Sales inc
You are an Information Technology (IT) intern
CarVend Sales Inc.
Specializes in online and vending machine sales of new and used cars
Headquartered in Seattle, Washington
Three other locations
Portland Oregon
Phoenix, Arizona
Los Angeles, California
Over 1000 employees
$750 million USD annual revenue
3
Data centers
Each location is near a data center
Managed by a third party vendor
Production centers located at the data centers
4
Carvend sales inc
CarVend Sales
Handles customer purchases, trades and returns
Online sales
Small car lots
CarVend Finance
Web Portal to qualify customers for purchases
Accepts various payment methods including debit, credit cards and loan financing
CarVend Delivery
Vendors who deliver cars to buyers homes
Vendors that deliver to vending machines
5
CarVend Sales IT network
Four corporate data centers
Over 1000 data severs
700 corporate laptops
Mobile devices such as tablets in vendor delivery trucks
Networked vending machines
6
Management request
Current risk assessment was done quickly when the company was founded
Your assignment is to create a new one
Additional threats may be found during re-evaluation
No budget has been set on the project
Threats identified
Loss of company data due to hardware being removed from production systems
Loss of company information on lost or stolen company-owned or vendor assets, such as mobile devices and laptops
Loss of customers due to production outages caused by various events, such as natural disasters, change management, unstable software, and so on
Internet threats due to company products being accessible on the Internet
Insider threats
Changes in regulatory landscape that may impact operations
Module 2 - Home
Supportive Team Climates
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Discuss and evaluate ways of establishing a supportive team climate.
•SLP ◦Identify and analyze your own team climate and how the choice of collaborative tools influences effectiveness.
•Discussion ◦Develop tips for virtual teams with your virtual team members.
Module Overview
This module is concerned with the social context of effective teams. The task here is to encourage people to work together. The underlying question is "What does it take to build a strong sense of connection between and among team members?"
To do this, we will be considering three different team-building processes:
•Establishing Interdependence
•Management and Team Competencies/Conditions
•Selecting the Appropriate Collaboration Tools
Interdependence
Fostering a sense of interdependence is critical to team functioning. Each member must feel that he or she is accountable to all other team members and t ...
This document provides an overview of the stages of virtual team development and recommendations for virtual team leaders. It discusses four stages of development: dependence and inclusion, counterdependence and fight, trust and structure, and work and productivity. For the fourth stage, it recommends that leaders support autonomous teamwork, provide constructive feedback, encourage reflection on shared mental models, and celebrate achievements. Overall, the document offers guidance on building high-performing virtual teams.
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxtiffanyd4
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center.
Chapter 3 Human RightsINTERNATIONAL HUMAN RIGHTS–BASED ORGANIZ.docxtiffanyd4
Chapter 3 Human Rights
INTERNATIONAL HUMAN RIGHTS–BASED ORGANIZATIONS LIKE THE UN COMMISSION ON HUMAN RIGHTS HAVE MADE MONITORING HUMAN RIGHTS A GLOBAL ISSUE. The United Nations is headquartered in New York City.
Learning Objectives
1. 3.1Review the expansion of and the commitment to the human rights agenda
2. 3.2Evaluate the milestones that led to the current concerns around human rights
3. 3.3Evaluate some of the philosophical controversies over human rights
4. 3.4Recognize global, regional, national, and local institutions and rules designed to protect human rights across the globe
5. 3.5Report the efforts made globally in bringing violators of human rights to justice
6. 3.6Relate the need for stricter laws to protect women’s human rights across the globe.
7. 3.7Recognize the need to protect the human rights of the disabled
8. 3.8Distinguish between the Western and the Islamic beliefs on individual and community rights
9. 3.9Review the balancing act that needs to be played while fighting terrorism and protecting human rights
10. 3.10Report the controversy around issuing death penalty as punishment
When Muammar Qaddafi used military force to suppress people demonstrating in Libya for a transition to democracy, there was a general consensus that there was a global responsibility to protect civilians. However, when Bashar Assad used fighter jets, tanks, barrel bombs, chemical weapons, and a wide range of brutal methods, including torture, to crush the popular uprising against his rule in Syria, the world did not respond forcefully to protect civilians. The basic reason given for allowing Syria to descend into brutality and chaos was that it was difficult to separate Syrians favoring human rights from those who embraced terrorism. Although cultural values differ significantly from one society to another, our common humanity has equipped us with many shared ideas about how human beings should treat each other. Aspects of globalization, especially communications and migration, reinforce perceptions of a common humanity. In general, there is global agreement that human beings, simply because we exist, are entitled to at least three types of rights. First is civil rights, which include personal liberties such as freedom of speech, religion, and thought; the right to own property; and the right to equal treatment under the law. Second is political rights, including the right to vote, to voice political opinions, and to participate in the political process. Third is social rights, including the right to be secure from violence and other physical danger, the right to a decent standard of living, and the right to health care and education. Societies differ in terms of which rights they emphasize. Four types of human rights claims that dominate global politics are
1. The abuse of individual rights by governments
2. Demands for autonomy or independence by various groups
3. Demands for equality and privacy by groups with unconventional lifestyles
4. Cla.
More Related Content
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The document discusses knowledge management challenges at Ernst & Young and proposes concepts for a wearable device to help address them. It outlines domains like knowledge management and wearable technologies. It describes typical consultant workflows and challenges like scattered knowledge platforms and lack of sharing across teams. Early concepts involve a wearable that scans work environments to locate people with similar work focus and name tag devices that share relevant information.
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Team Alpha discusses how they established norms and practices to promote effective collaboration as a virtual team. They established communication norms like scheduling regular check-ins three times a week to discuss progress and issues. They also established task norms like having team members voluntarily select work assignments. While they encountered some minor obstacles due to inconsistencies in their communication channels, they were able to overcome these through strong collaboration to complete their goals. Moving forward, they plan to implement clearer communication norms to improve their processes further.
A review of the technical and cultural benefits and barriers to adopting social media inside the organization to aid in collaboration, knowledge management.
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.
The document provides an overview of the stages of virtual team development and recommendations for leading teams at the early dependence and inclusion stage. It discusses how to build relationships, trust, and establish rules and roles to set the team up for success. Specifically, it recommends that leaders at this stage focus on communication, relationship building through informal discussions, agreeing on goals and responsibilities together, and choosing technologies that support interaction among diverse members. Establishing these foundational elements early on helps virtual teams overcome challenges and work effectively.
The document discusses matrix organizations and how to create a productive one. A matrix organization has employees report to both functional and project managers. Key points:
- Matrix organizations emerged in the 1960s aerospace industry and are well-suited for project-driven environments.
- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
- Scenarios and strategies are provided for a project manager meeting their first cross-matrix team with various issues. Focusing on goals, roles and building trust are emphasized.
Making long-distance relationships work
David Maxfield
Training.
51.5 (September-October 2014): p34+.
From Business Collection.
Copyright:
COPYRIGHT 2014 Lakewood Media Group, LLC
http://www.trainingmag.com/content/about-us
Full Text:
Problems that involve remote colleagues result in significantly
more severe impacts to productivity, cost, quality, and time, according to a
survey by VitalSmarts and Training magazine. But the situation isn't
hopeless. Here are some steps that can help.
"If people were down the hall, I'd know what to do. But
most of them work half-way across the world."
It used to be that only nerds and defective managers would use
phone calls and e-mails alone to address performance problems. Savvy leaders
would practice "management by walking around." They'd meet
with the person, face to face, because they'd want to use every
interpersonal skill in their tool kit.
But the world has changed. Now many of us rely on virtual
communication--not because we're nerds, but because we're working
with people we've never met and may never meet.
VitalSmarts partnered with Training magazine to explore the kinds
of problems this new work environment creates, and to offer some solutions.
We surveyed more than 2,000 employees and managers to learn from their
experiences.
The New World of Work
Our data confirmed that the world has changed: Some 64 percent of
the people we surveyed work with remote team members on a frequent basis.
These people rely extensively on virtual communication to solve
problems. E-mail, conference calls, and phone calls are the most common. No
surprise there, but we were surprised to find instant messaging came in as
one of the top three communication tools for nearly half the respondents.
As predicted, many problems are magnified when colleagues are
remote. In fact, the survey revealed people are four times as likely to say
that remote employees:
* Don't fight for their priorities.
* Don't work on their project or give it a half-hearted
effort.
* Make changes without warning.
And it isn't just cooperation that gets sapped by
distance--trust is drained, as well. People are three times as likely to say
people who are remote:
* Try to mislead them instead of giving accurate and timely
information.
* Don't follow through on commitments.
* Don't make deadlines.
* Don't warn them when they are going to miss a deadline.
Further, problems that involve remote colleagues take
significantly longer to solve, and they result in significantly more severe
.
Delta Force presented on the problem of online group work and collaboration efficiency. They began by outlining their problem statement, stakeholder mapping, and ethnographic research involving questionnaires. Key frustrations identified included distractions, lack of focus, miscommunications, and technological issues. Personas were developed for stakeholders including students frustrated by connectivity, workload, and health issues. The team then ideated solutions, researching collaboration platforms before prototyping their proposed solution - an app called Delta Lite aimed at solving collaboration problems in a single platform.
This document discusses effective team management. It defines a team and explains that teams are effective because they can achieve higher quality outcomes, higher efficiency, faster speed, and more thoughtful ideas than individuals working alone. Characteristics of effective teams include clear expectations, commitment, competence, collaboration, and communication. The document also discusses fostering team creativity, dealing with conflicts, and conducting team building exercises.
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 various management skills including entrepreneurship, leadership, motivation, conflict management, presentation skills, and team building. It discusses how managers can develop these skills and addresses challenges such as demotivators, goal setting, and strategy development. Case studies are presented on production planning and tourism strategy to demonstrate teamwork applications.
4 tips to overcome communication barrier at work.pptxHirect
Effective communication is the key to the success of any organization or business.When you can communicate easily with your coworkers, you can easily solve any problems or issues. Nowadays, many people have to face many communication difficulties. The message intended by the sender is not understood by the recipient in the same terms and meaning, and hence the communication is impaired. These communication barriers need to be addressed and overcome to ensure smooth and effective communication.
1) Clear communication skills are in high demand by employers and help individuals advance their careers. Studies show that written and verbal communication skills are among the top attributes sought by employers when hiring new graduates.
2) Developing strong communication abilities can help one become a leader. Powerful communicators are able to learn from others, coordinate team efforts, share knowledge, inspire people, and enhance all of their other skills.
3) Staying connected with relationships, communities, colleagues, and civic matters requires effective communication. Human connection, driven by communication, is important for health, safety, and success at both individual and societal levels. Clear communicators are able to foster important connections.
Best Practices Of Managing Virtual Software Development TeamsMarisela Stone
Virtual teams have several advantages over traditional colocated teams, including reduced costs from eliminating travel expenses, a larger pool of talent to draw from regardless of location, and the ability to operate across time zones to facilitate around-the-clock work. However, virtual teams also face significant challenges like difficulties building trust and communication breakdowns when members are geographically dispersed and rely primarily on technology to collaborate. Effective practices for managing virtual teams include establishing clear expectations, facilitating informal social interactions to build relationships, and providing training to develop skills for virtual collaboration.
5 Disciplines to Recruiting Excellence Kevin Wheeler
The document discusses how five disciplines and analytics can drive recruiting excellence. It outlines challenges recruiters now face including dealing with ambiguity, complexity, and new interdependencies. Recruiters must also be creative. Recruiting excellence is defined as being efficient, effective, simple, and innovative. A model is presented based on Peter Senge's five disciplines: personal mastery, mental models, shared vision, team learning, and systems thinking. Analytics is at the core. Recruiters must challenge assumptions, foster team learning, strive for personal mastery, and take a systems view using analytics.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
ISOL 533 Project1OverviewWrite paper in sections.docxvrickens
ISOL 533 Project
1
Overview
Write paper in sections
Understand the company
Find similar situations
Research and apply possible solutions
Research and find other issues
2
CarVend Sales inc
You are an Information Technology (IT) intern
CarVend Sales Inc.
Specializes in online and vending machine sales of new and used cars
Headquartered in Seattle, Washington
Three other locations
Portland Oregon
Phoenix, Arizona
Los Angeles, California
Over 1000 employees
$750 million USD annual revenue
3
Data centers
Each location is near a data center
Managed by a third party vendor
Production centers located at the data centers
4
Carvend sales inc
CarVend Sales
Handles customer purchases, trades and returns
Online sales
Small car lots
CarVend Finance
Web Portal to qualify customers for purchases
Accepts various payment methods including debit, credit cards and loan financing
CarVend Delivery
Vendors who deliver cars to buyers homes
Vendors that deliver to vending machines
5
CarVend Sales IT network
Four corporate data centers
Over 1000 data severs
700 corporate laptops
Mobile devices such as tablets in vendor delivery trucks
Networked vending machines
6
Management request
Current risk assessment was done quickly when the company was founded
Your assignment is to create a new one
Additional threats may be found during re-evaluation
No budget has been set on the project
Threats identified
Loss of company data due to hardware being removed from production systems
Loss of company information on lost or stolen company-owned or vendor assets, such as mobile devices and laptops
Loss of customers due to production outages caused by various events, such as natural disasters, change management, unstable software, and so on
Internet threats due to company products being accessible on the Internet
Insider threats
Changes in regulatory landscape that may impact operations
Module 2 - Home
Supportive Team Climates
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Discuss and evaluate ways of establishing a supportive team climate.
•SLP ◦Identify and analyze your own team climate and how the choice of collaborative tools influences effectiveness.
•Discussion ◦Develop tips for virtual teams with your virtual team members.
Module Overview
This module is concerned with the social context of effective teams. The task here is to encourage people to work together. The underlying question is "What does it take to build a strong sense of connection between and among team members?"
To do this, we will be considering three different team-building processes:
•Establishing Interdependence
•Management and Team Competencies/Conditions
•Selecting the Appropriate Collaboration Tools
Interdependence
Fostering a sense of interdependence is critical to team functioning. Each member must feel that he or she is accountable to all other team members and t ...
This document provides an overview of the stages of virtual team development and recommendations for virtual team leaders. It discusses four stages of development: dependence and inclusion, counterdependence and fight, trust and structure, and work and productivity. For the fourth stage, it recommends that leaders support autonomous teamwork, provide constructive feedback, encourage reflection on shared mental models, and celebrate achievements. Overall, the document offers guidance on building high-performing virtual teams.
Similar to Chapter 9Teams Face-to-Face and Virtual1Introduc.docx (20)
CHAPTER 3Understanding Regulations, Accreditation Criteria, and .docxtiffanyd4
CHAPTER 3
Understanding Regulations, Accreditation Criteria, and Other Standards ofPractice
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
2. Legal and Fiscal Management
· Knowledge and application of the advantages and disadvantages of different legal structures
· Knowledge of different codes and regulations as they relate to the delivery of early childhood program services
· Knowledge of child custody, child abuse, special education, confidentiality, anti-discrimination, insurance liability, contract, and laborlaws pertaining to program management
5. Program Operations and Facilities Management
· Knowledge and application of policies and procedures that meet state/local regulations and professional standards pertaining to thehealth and safety of young children
7. Marketing and public relations
· Skill in developing a business plan and effective promotional literature, handbooks, newsletters, and press releases
Early Childhood Knowledge and Skills
5. Children with Special Needs
· Knowledge of licensing standards, state and federal laws (e.g., ADA, IDEA) as they relate to services and accommodations for childrenwith special needs
10. Professionalism
· Knowledge of laws, regulations, and policies that impact professional conduct with children and families
· Knowledge of center accreditation criteria
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe the purpose of regulations that apply to programs of early care and education and list several topics they address.
2. Identify several ways accreditation standards are different from child care regulations.
3. State the purpose of Quality Rating and Improvement Systems (QRIS).
4. List some ways qualifications for administrators and teachers are different for licensure, for accreditation, and in QRIS systems.
5. Identify laws that apply to the childcare workplace, such as those that govern the program’s financial management and employees’well-being.
Marie’s Experience
Marie has been successful over the years in keeping her center in compliance with all licensing regulations. She is proud of her teachers andconfident that the center consistently goes above and beyond licensing provisions designed simply to keep children healthy and safe. She knowsthat the center provides high-quality care to the children it serves, but has never pursued accreditation or participated in her state’s optionalQuality Rating and Improvement System (QRIS) because of the time and effort it would require. Her families have confidence in her program anddo not seem to need this additional assurance that it provides high-quality services day in and day out.
Large numbers of families rely on out-of-home care for their infants, toddlers, preschoolers, and school-age children during the workday. In2011, there were 312,254 licensed child care facilities with a capacity to serve almost 10.2 million children. About 34% of these facilitieswere child care center.
Chapter 3 Human RightsINTERNATIONAL HUMAN RIGHTS–BASED ORGANIZ.docxtiffanyd4
Chapter 3 Human Rights
INTERNATIONAL HUMAN RIGHTS–BASED ORGANIZATIONS LIKE THE UN COMMISSION ON HUMAN RIGHTS HAVE MADE MONITORING HUMAN RIGHTS A GLOBAL ISSUE. The United Nations is headquartered in New York City.
Learning Objectives
1. 3.1Review the expansion of and the commitment to the human rights agenda
2. 3.2Evaluate the milestones that led to the current concerns around human rights
3. 3.3Evaluate some of the philosophical controversies over human rights
4. 3.4Recognize global, regional, national, and local institutions and rules designed to protect human rights across the globe
5. 3.5Report the efforts made globally in bringing violators of human rights to justice
6. 3.6Relate the need for stricter laws to protect women’s human rights across the globe.
7. 3.7Recognize the need to protect the human rights of the disabled
8. 3.8Distinguish between the Western and the Islamic beliefs on individual and community rights
9. 3.9Review the balancing act that needs to be played while fighting terrorism and protecting human rights
10. 3.10Report the controversy around issuing death penalty as punishment
When Muammar Qaddafi used military force to suppress people demonstrating in Libya for a transition to democracy, there was a general consensus that there was a global responsibility to protect civilians. However, when Bashar Assad used fighter jets, tanks, barrel bombs, chemical weapons, and a wide range of brutal methods, including torture, to crush the popular uprising against his rule in Syria, the world did not respond forcefully to protect civilians. The basic reason given for allowing Syria to descend into brutality and chaos was that it was difficult to separate Syrians favoring human rights from those who embraced terrorism. Although cultural values differ significantly from one society to another, our common humanity has equipped us with many shared ideas about how human beings should treat each other. Aspects of globalization, especially communications and migration, reinforce perceptions of a common humanity. In general, there is global agreement that human beings, simply because we exist, are entitled to at least three types of rights. First is civil rights, which include personal liberties such as freedom of speech, religion, and thought; the right to own property; and the right to equal treatment under the law. Second is political rights, including the right to vote, to voice political opinions, and to participate in the political process. Third is social rights, including the right to be secure from violence and other physical danger, the right to a decent standard of living, and the right to health care and education. Societies differ in terms of which rights they emphasize. Four types of human rights claims that dominate global politics are
1. The abuse of individual rights by governments
2. Demands for autonomy or independence by various groups
3. Demands for equality and privacy by groups with unconventional lifestyles
4. Cla.
CHAPTER 13Contributing to the ProfessionNAEYC Administrator Co.docxtiffanyd4
CHAPTER 13
Contributing to the Profession
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
1. Personal and Professional Self-Awareness
· The ability to evaluate ethical and moral dilemmas based on a professional code of ethics
8. Leadership and Advocacy
· Knowledge of the legislative process, social issues, and public policy affecting young children and their families
· The ability to advocate on behalf of young children, their families and the profession
Early Childhood Knowledge and Skills
1. Historical and Philosophical Foundations
· Knowledge of research methodologies
10. Professionalism
· Knowledge of different professional organizations, resources, and issues impacting the welfare of early childhood practitioners
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
· Ability to work as part of a professional team and supervise support staff or volunteers
Learning Outcomes
After studying this chapter, you will be able to:
1. Describe how the field of early childhood education has made progress achieving two of the eight criteria of professional status.
2. Identify the advocacy tools that early childhood advocates should have at their disposal.
3. Discuss opportunities that program administrators have to contribute to the field’s future.
Grace’s Experience
Grace had found that working with children came naturally, and she considered herself to be a gifted teacher after only a short time in theclassroom. She thought she would spend her entire career working directly with children. She is now somewhat surprised how much she isenjoying the new responsibilities that come with being a program director. She is gaining confidence that she can work effectively with allfamilies, even when faced with difficult conversations; and her skills as a supervisor, coach, and mentor are increasing as well. She is nowcomfortable as a leader in her own center and is considering volunteering to fill a leadership role in the local early childhood professionalorganization. That would give her opportunities to refine her leadership skills while contributing to the quality of care provided for childrenthroughout her community.
Early childhood administrators are leaders. They contribute to the profession by making the public aware of the field’s emergingprofessionalism, including its reliance on a code of ethics; engaging in informed advocacy; becoming involved in research to increase whatwe know about how children learn, grow, and develop; and coaching and mentoring novices, experienced practitioners, and emergingleaders.
13.1 PROMOTING PROFESSIONALIZATION1
Lilian Katz, one of the most influential voices in the field of early care and education, began discussions about the professionalism of thefield in the mid-1980s. Her work extended a foundation that had been laid by sociologists, philosophers, and other scholars and continuesto influence how early childhoo.
Chapter 2 The Law of EducationIntroductionThis chapter describ.docxtiffanyd4
Chapter 2 The Law of Education
Introduction
This chapter describes the various agencies and types of law that affect education. It also discusses the organization and functions of the various judicial bodies that have an impact on education. School leadership candidates are introduced to standards of review, significant federal civil rights laws, the contents of legal decisions, and a sample legal brief.
Focus Questions
1. How are federal courts organized, and what kind of decisions do they make?
2. What is law? How is law different from policy?
3. From what source does the authority of local boards of education emanate?
4. How can campus and district leaders remain current with changes in law and policy at the national and state level?
Key Terms
1.
2.
3.
4. En banc
5.
6.
7.
8.
9.
10.
11. Stare decisis
12.
13.
14.
15.
Case Study Confused Yet?
As far as Elise Daniels was concerned, the monthly meeting of the 20 River County middle school principals was the most informative and relaxing activity in her school year. Twice per year, the principals invited a guest to speak to the group. Elise was particularly interested in the fall special guest speaker, the attorney for the state school boards association. Elise had heard him speak several times, so she was aware of his deep knowledge of school law and emerging issues. As the attorney, spoke Elise found herself becoming more anxious. It was as if the attorney was speaking a foreign language. Tinker rules, due process, Title IX, Office of Civil Rights, and the state bullying law. Elise found herself thinking, “The Americans with Disabilities Act has been amended? How am I supposed to keep up with all of this?”
Leadership Perspectives
Middle School Principal Elise Daniels in the case study “Confused Yet?” is correct. School law can be confusing. Educators work in a highly regulated environment directly and indirectly impacted by a wide variety of local, state, and federal authorities. When P–12 educators refer to “the law,” they are often referring to state and/or federal statutes enacted by legislatures (). This understanding is correct. The U.S. Congress and 50 state legislatures are active in the law-making business. To make matters more difficult, the law is constantly changing and evolving as new situations arise. For example, 10 years ago few if any states had passed antibullying laws. By 2008, however, almost every state had some form of antibullying legislation on the books. Soon after, the phenomenon of cyberbullying emerged, and state legislators rushed to add cyberbullying and/or electronic bullying to their state education laws. One can only guess at what new real or perceived problem affecting public P–12 schools will be next.
P–12 educators also refer to school board policy as “law.” However, law and policy are not necessarily identical. , p. 4) defines policy as “one way through which a political system handles a public problem. It includes a government’s expressed inten.
CHAPTER 1 Legal Heritage and the Digital AgeStatue of Liberty,.docxtiffanyd4
CHAPTER 1 Legal Heritage and the Digital Age
Statue of Liberty, New York Harbor
The Statue of Liberty stands majestically in New York Harbor. During the American Revolution, France gave the colonial patriots substantial support in the form of money for equipment and supplies, officers and soldiers who fought in the war, and ships and sailors who fought on the seas. Without the assistance of France, it is unlikely that the American colonists would have won their independence from Britain. In 1886, the people of France gave the Statue of Liberty to the people of the United States in recognition of friendship that was established during the American Revolution. Since then, the Statue of Liberty has become a symbol of liberty and democracy throughout the world.
Learning Objectives
After studying this chapter, you should be able to:
1. Define law.
2. Describe the functions of law.
3. Explain the development of the U.S. legal system.
4. List and describe the sources of law in the United States.
5. Discuss the importance of the U.S. Supreme Court’s decision in Brown v. Board of Education.
Chapter Outline
1. Introduction to Legal Heritage and the Digital Age
2. What Is Law?
1. Landmark U.S. Supreme Court Case • Brown v. Board of Education
3. Schools of Jurisprudential Thought
1. CASE 1.1 • U.S. Supreme Court Case • POM Wonderful LLC v. Coca-Cola Company
2. Global Law • Command School of Jurisprudence of Cuba
4. History of American Law
1. Landmark Law • Adoption of English Common Law in the United States
2. Global Law • Civil Law System of France and Germany
5. Sources of Law in the United States
1. Contemporary Environment • How a Bill Becomes Law
2. Digital Law • Law of the Digital Age
6. Critical Legal Thinking
1. CASE 1.2 • U.S. Supreme Court Case • Shelby County, Texas v. Holder
“ Where there is no law, there is no freedom.”
—John Locke Second Treatise of Government, Sec. 57
Introduction to Legal Heritage and the Digital Age
In the words of Judge Learned Hand, “Without law we cannot live; only with it can we insure the future which by right is ours. The best of men’s hopes are enmeshed in its success.”1 Every society makes and enforces laws that govern the conduct of the individuals, businesses, and other organizations that function within it.
Although the law of the United States is based primarily on English common law, other legal systems, such as Spanish and French civil law, also influence it. The sources of law in this country are the U.S. Constitution, state constitutions, federal and state statutes, ordinances, administrative agency rules and regulations, executive orders, and judicial decisions by federal and state courts.
Human beings do not ever make laws; it is the accidents and catastrophes of all kinds happening in every conceivable way that make law for us.
Plato
Laws IV, 709
Businesses that are organized in the United States are subject to its laws. They are also subject to the laws of other countries in which they operate. Busin.
CHAPTER 1 BASIC CONCEPTS AND DEFINITIONS OF HUMAN SERVICESPAUL F.docxtiffanyd4
This chapter provides definitions and concepts related to the field of human services. It discusses how human services aims to help individuals, families, and communities cope with problems and promote well-being. The chapter outlines three basic concepts in human services: intervention, professionalism, and education. It also discusses the generalist roles of human service workers in helping clients and delivering services. Finally, the chapter examines the social ideology of human services and how it relates to ideas about individual rights and responsibilities in society.
CHAPTER 20 Employment Law and Worker ProtectionWashington DC.docxtiffanyd4
CHAPTER 20 Employment Law and Worker Protection
Washington DC
Federal and state laws provide workers’ compensation and occupational safety laws to protect workers in the United States.
Learning Objectives
After studying this chapter, you should be able to:
1. Explain how state workers’ compensation programs work and describe the benefits available.
2. Describe employers’ duty to provide safe working conditions under the Occupational Safety and Health Act.
3. Describe the minimum wage and overtime pay rules of the Fair Labor Standards Act.
4. Describe the protections afforded by the Family and Medical Leave Act.
5. Describe unemployment insurance and Social Security.
Chapter Outline
1. Introduction to Employment Law and Worker Protection
2. Workers’ Compensation
1. Case 20.1 • Kelley v. Coca-Cola Enterprises, Inc.
3. Occupational Safety
1. Case 20.2 • R. Williams Construction Company v. Occupational Safety and Health Review Commission
4. Fair Labor Standards Act
1. Case 20.3 U.S. SUPREME COURT Case • IBP, Inc. v. Alvarez
5. Family and Medical Leave Act
6. Consolidated Omnibus Budget Reconciliation Act and Employee Retirement Income Security Act
7. Government Programs
“ It is difficult to imagine any grounds, other than our own personal economic predilections, for saying that the contract of employment is any the less an appropriate subject of legislation than are scores of others, in dealing with which this Court has held that legislatures may curtail individual freedom in the public interest.”
—Stone, Justice Dissenting opinion, Morehead v. New York (1936)
Introduction to Employment Law and Worker Protection
Generally, the employer–employee relationship is subject to the common law of contracts and agency law. This relationship is also highly regulated by federal and state governments that have enacted myriad laws that protect workers from unsafe working conditions, require employers to provide workers’ compensation to employers injured on the job, prohibit child labor, require minimum wages and overtime pay to be paid to workers, require employers to provide time off to employees with certain family and medical emergencies, and provide other employee protections and rights.
Poorly paid labor is inefficient labor, the world over.
Henry George
This chapter discusses employment law, workers’ compensation, occupational safety, pay and hour rules, and other laws affecting employment.
Workers’ Compensation
Many types of employment are dangerous, and many workers are injured on the job each year. Under common law, employees who were injured on the job could sue their employers for negligence. This time-consuming process placed the employee at odds with his or her employer. In addition, there was no guarantee that the employee would win the case. Ultimately, many injured workers—or the heirs of deceased workers—were left uncompensated.
Workers’ compensation acts were enacted by states in response to the unfairness of that result. These acts crea.
Chapter 1 Global Issues Challenges of GlobalizationA GROWING .docxtiffanyd4
Chapter 1 Global Issues: Challenges of Globalization
A GROWING WORLDWIDE CONNECTEDNESS IN THE AGE OF GLOBALIZATION HAS GIVEN CITIZENS MORE OF A VOICE TO EXPRESS THEIR DISSATISFACTION. In Brazil, Protestors calling for a wide range of reforms marched toward the soccer stadium where a match would be played between Brazil and Uruguay.
Learning Objectives
1. 1.1Identify important terms in international relations
2. 1.2Report the need to adopt an interdisciplinary approach in understanding the impact of new world events
3. 1.3Examine the formation of the modern states with respect to the thirty years’ war in 1618
4. 1.4Recall the challenges to the four types of sovereignty
5. 1.5Report that the European Union was created by redefining the sovereignty of its nations for lasting peace and security
6. 1.6Recall the influence exerted by the Catholic church, transnational companies, and other NGOs in dictating world events
7. 1.7Examine how globalization has brought about greater interdependence between states
8. 1.8Record the major causes of globalization
9. 1.9Review the most important forms of globalization
10. 1.10Recount the five waves of globalization
11. 1.11Recognize reasons as to why France and the US resist globalization
12. 1.12Examine the three dominant views of the extent to which globalization exists
Revolutions in technology, finance, transportation, and communications and different ways of thinking that characterize interdependence and globalization have eroded the power and significance of nation-states and profoundly altered international relations. Countries share power with nonstate actors that have proliferated as states have failed to deal effectively with major global problems.
Many governments have subcontracted several traditional responsibilities to private companies and have created public-private partnerships in some areas. This is exemplified by the hundreds of special economic zones in China, Dubai, and elsewhere. Contracting out traditional functions of government, combined with the centralization of massive amounts of data, facilitated Edward Snowden’s ability to leak what seems to be an almost unlimited amount of information on America’s spying activities.
The connections between states and citizens, a cornerstone of international relations, have been weakened partly by global communications and migration. Social media enable people around the world to challenge governments and to participate in global governance. The prevalence of mass protests globally demonstrates growing frustration with governments’ inability to meet the demands of the people, especially the global middle class.
The growth of multiple national identities, citizenships, and passports challenges traditional international relations. States that played dominant roles in international affairs must now deal with their declining power as global power is more diffused with the rise of China, India, Brazil, and other emerging market countries. States are i.
CHAPTER 23 Consumer ProtectionRestaurantFederal and state go.docxtiffanyd4
This chapter discusses various laws and government regulations regarding consumer protection. It covers regulations of food and drug safety, including the Food, Drug, and Cosmetic Act which is enforced by the Food and Drug Administration. The chapter also discusses laws providing protections for consumers in regards to products, automobiles, healthcare, unfair business practices, and consumer finances. The overall goal of consumer protection laws is to promote safety and prohibit abusive practices against consumers.
Chapter 18 When looking further into the EU’s Energy Security and.docxtiffanyd4
Chapter 18
: When looking further into the EU’s Energy Security and ICT sustainable urban development, and government policy efforts:
Q2
– What are the five ICT enablers of energy efficiency identified by European strategic research Road map to ICT enabled Energy-Efficiency in Buildings and constructions, (REEB, 2010)?
identify and name those
five ICT enablers
,
provide a brief narrative for each enabler,
note:
Need 400 words. Need references
Please find the attached
.
CHAPTER 17 Investor Protection and E-Securities TransactionsNe.docxtiffanyd4
CHAPTER 17 Investor Protection and E-Securities Transactions
New York Stock Exchange
This is the home of the New York Stock Exchange (NYSE) in New York City. The NYSE, nicknamed the Big Board, is the premier stock exchange in the world. It lists the stocks and securities of approximately 3,000 of the world’s largest companies for trading. The origin of the NYSE dates to 1792, when several stockbrokers met under a buttonwood tree on Wall Street. The NYSE is located at 11 Wall Street, which has been designated a National Historic Landmark. The NYSE is now operated by NYSE Euronext, which was formed when the NYSE merged with the fully electronic stock exchange Euronext.
Learning Objectives
After studying this chapter, you should be able to:
1. Describe the procedure for going public and how securities are registered with the Securities and Exchange Commission (SEC).
2. Describe e-securities transactions and public offerings.
3. Describe the requirements for qualifying for private placement, intrastate, and small offering exemptions from registration.
4. Describe insider trading that violates Section 10(b) of the Securities Exchange Act of 1934.
5. Describe the changes made to securities law by the Jumpstart Our Business Startups (JOBS) Act and its effect on raising capital by small businesses.
Chapter Outline
1. Introduction to Investor Protection and E-Securities Transactions
2. Securities Law
1. LANDMARK LAW • Federal Securities Laws
3. Definition of Security
4. Initial Public Offering: Securities Act of 1933
1. BUSINESS ENVIRONMENT • Facebook’s Initial Public Offering
2. CONTEMPORARY ENVIRONMENT • Jumpstart Our Business Startups (JOBS) Act: Emerging Growth Company
5. E-Securities Transactions
1. DIGITAL LAW • Crowdfunding and Funding Portals
6. Exempt Securities
7. Exempt Transactions
8. Trading in Securities: Securities Exchange Act of 1934
9. Insider Trading
1. Case 17.1 • United States v. Bhagat
2. Case 17.2 • United States v. Kluger
3. ETHICS • Stop Trading on Congressional Knowledge Act
10. Short-Swing Profits
11. State “Blue-Sky” Laws
“The insiders here were not trading on an equal footing with the outside investors.”
—Judge Waterman Securities and Exchange Commission v. Texas Gulf Sulphur Company 401 F.2d 833, 1968 U.S. App. Lexis 5796 (1968)
Introduction to Investor Protection and E-Securities Transactions
Prior to the 1920s and 1930s, the securities markets in this country were not regulated by the federal government. Securities were issued and sold to investors with little, if any, disclosure. Fraud in these transactions was common. To respond to this lack of regulation, in the early 1930s Congress enacted federal securities statutes to regulate the securities markets, including the Securities Act of 1933 and the Securities Exchange Act of 1934. The federal securities statutes were designed to require disclosure of information to investors, provide for the regulation of securities issues and trading, and prevent fraud. Today, many .
Chapter 13 Law, Ethics, and Educational Leadership Making the Con.docxtiffanyd4
Chapter 13 Law, Ethics, and Educational Leadership: Making the Connection
Introduction
This chapter presents examples from the ISLLC standards of the relationship between law and ethics. The chapter also provides examples of how knowledge of law and the application of ethical principles to decision making helps guide school leaders through the sometimes treacherous waters of educational leadership.
Focus Questions
1. How may ethical considerations and legal knowledge guide school leader decision making?
2. Why is it important to consider a balance between these two sometimes competing concepts?
Case Study So Many Detentions, So Little Time
Jefferson Middle School (JMS) was the most racially and culturally diverse of the three middle schools in Riverboat School District, a relatively affluent bedroom community within commuter distance of Capital City. Unfortunately, the culture of Jefferson Middle School was not going well. Over the past 5 years, assistant superintendent Sharon Grey had seen JMS become a school divided by an underlying animosity along racial and socioeconomic lines. This animosity was characterized by numerous clashes between student groups, between teachers and students, between campus administrators and teachers, and between teachers and parents. Sharon finally concluded that JMS was a “mess.”
After much thought and a few sleepless nights, Sharon as part of her job description made the recommendation to the Riverboat school board to not reemploy Jeremy Smith as principal of JMS. Immediately after the board decision, Sharon organized a search committee of teachers, parents, and campus administrators and began the process of finding the right principal for JMS. The committee finally agreed on Charleston Jones. Charleston was a relatively inexperienced campus administrator but had impressed the committee with his instructional leadership knowledge, intelligence, and youthful energy. However, the job of stabilizing JMS was proving to be more of a challenge than anyone had anticipated.
Charleston had instituted a schoolwide discipline plan and had insisted that teachers and school administrators not deviate from the plan. However, he could sense that things were still not right. Animosity among student and parent groups remained just below the surface, ready to erupt at the slightest provocation. Clashes between teachers and students were still relatively frequent. Teachers still blamed one another, school administrators, and the school resource officer for a lack of order in the school. Change was not coming quickly to RMS, and Charleston understood that although school management had improved, several aspects of school culture were less than desirable. Student suspension rates remained high, and parental support was waning. As one of the assistant principals remarked after the umpteenth student referral, “So many detentions, so little time!”
Charleston felt the need to talk. He reached for the phone and made an appointment with.
Chapter 12 presented strategic planning and performance with Int.docxtiffanyd4
Chapter 12 presented strategic planning and performance with Intuit. Define Key Performance Indicators (KPI) and Key Risk Indicators (KRI)? How does an organization come up with these key indicators? Do you know of any top-down indicators? Do you know of any bottom-up indicators? Give some examples of both. In what way does identifying these indicators help an organization? Are there any other key indicators that would help an organization?
Requirements:
Initial posting by Wednesday
Reply to at least 2 other classmates by Sunday (Post a response on different days throughout the week)
Provide a minimum of 2 references on the initial post and one reference any response posts.
Proper APA Format (References & Citations)/No plagiarism
.
ChapterTool KitChapter 7102715Corporate Valuation and Stock Valu.docxtiffanyd4
ChapterTool KitChapter 710/27/15Corporate Valuation and Stock Valuation7-4 Valuing Common Stocks—Introducing the Free Cash Flow (FCF) Valuation ModelData for B&B Corporation (Millions)Constant free cash flow (FCF) =$10Weighted average cost of capital (WACC) =10%Short-term investments =$2Debt =$28Preferred stock =$4Number of shares of common stock =5The first step is to estimate the value of operations, which is the present value of all expected free cash flows. Because the FCF's are expected to be constant, this is a perpetuity. The present value of a perpetuity is the cash flow divided by the cost of capital:Value of operations (Vop) =FCF/WACCValue of operations (Vop) =$100.00millionB&B's total value is the sum of value of operations and the short-term investments: Value of operations$100+ ST investments$2Estimated total intrinsic value$102The next step is to estimate the intrinsic value of equity, which is the remaining total value after accounting for the claims of debtholders and preferred stockholders: Value of operations$100+ ST investments$2Estimated total intrinsic value$102− All debt$28− Preferred stock$4Estimated intrinsic value of equity$70The final step is to estimate the intrinsic common stock price per share, which is the estimated intrinsic value of equity divided by the number of shares of common stock: Value of operations$100+ ST investments$2Estimated total intrinsic value$102− All debt$28− Preferred stock$4Estimated intrinsic value of equity$70÷ Number of shares5Estimated intrinsic stock price =$14.00The figure below shows a summary of the previous calculations.Figure 7-2B&B Corporation's Sources of Value and Claims on Value (Millions of Dollars except Per Share Data)Inputs:Valuation AnalysisConstant free cash flow (FCF) =$10Value of operations$100Weighted average cost of capital (WACC) =10%+ ST investments$2Short-term investments =$2Estimated total intrinsic value$102Debt =$28− All debt$28Preferred stock =$4− Preferred stock$4Number of shares of common stock =5Estimated intrinsic value of equity$70÷ Number of shares5Estimated intrinsic stock price$14.00Data for Pie ChartsShort-term investments =$2Value of operations =$100Total =$102Debt =$28Preferred stock =$4Estimated equity value =$70Total =$1027-5 The Constant Growth Model: Valuation when Expected Free Cash Flow Grows at a Constant RateCase 1: The expected free cash flow at t=1 and the expected constant growth rate after t=1 are known.First expected free cash flow (FCF1) =$105Weighted average cost of capital (WACC) =9%Constant growth rate (gL) =5%When free cash flows are expected to grow at a constant rate, the value of operations is:Value of operations (Vop) =FCF1 / [WACC-gL]Value of operations (Vop) =$2,625Case 2: Constant growth is expected to begin immediately.Most recent free cash flow (FCF0) =$200Weighted average cost of capital (WACC) =12%Constant growth rate (gL) =7%When free cash flows are expected to grow at a constant rate, the value of operations is:.
CHAPTER 12Working with Families and CommunitiesNAEYC Administr.docxtiffanyd4
CHAPTER 12
Working with Families and Communities
NAEYC Administrator Competencies Addressed in This Chapter:
Management Knowledge and Skills
6. Family Support
· Knowledge and application of family systems and different parenting styles
· The ability to implement program practices that support families of diverse cultural, ethnic, linguistic, and socio-economic backgrounds
· The ability to support families as valued partners in the educational process
3. Staff Management and Human Relations
· The ability to relate to staff and board members of diverse racial, cultural, and ethnic backgrounds
7. Marketing and Public Relations
· The ability to promote linkages with local schools
9. Oral and Written Communication
· Knowledge of oral communication techniques, including establishing rapport, preparing the environment, active listening, and voicecontrol
· The ability to communicate ideas effectively in a formal presentation
Early Childhood Knowledge and Skills
6. Family and Community Relationships
· Knowledge of the diversity of family systems, traditional, non-traditional and alternative family structures, family life styles, and thedynamics of family life on the development of young children
· Knowledge of socio-cultural factors influencing contemporary families including the impact of language, religion, poverty, race,technology, and the media
· Knowledge of different community resources, assistance, and support available to children and families
· Knowledge of different strategies to promote reciprocal partnerships between home and center
· Ability to communicate effectively with parents through written and oral communication
· Ability to demonstrate awareness and appreciation of different cultural and familial practices and customs
· Knowledge of child rearing patterns in other countries
10. Professionalism
· Ability to make professional judgments based on the NAEYC “Code of Ethical Conduct and Statement of Commitment”
Learning Outcomes
After studying this chapter, you will be able to:
1. Explain three approaches that programs of early care and education might take to working with families.
2. Identify some of the benefits enjoyed by children, families, and programs when families are engaged with the programs serving theiryoung children.
3. Describe some effective strategies for building trusting relationships with all families.
4. Identify the stakeholder groups and the kinds of expertise that should be represented on programs’ advisory committees and boardsof directors.
Grace’s Experience
The program that Grace directs has been an important part of the neighborhood for more than 20 years. She knows she is benefiting from thegoodwill it has earned over the years. It is respected because of its tradition of high-quality outreach projects, such as the sing-along the childrenpresent at the senior center in the spring. The program’s tradition of community involvement has meant that local businesses have always beenwilling to help out when asked fo.
Chapter 10. Political Socialization The Making of a CitizenLear.docxtiffanyd4
Chapter 10. Political Socialization: The Making of a Citizen
Learning Objectives
· 1Describe the model citizen in democratic theory and explain the concept.
· 2Define socialization and explain the relevance of this concept in the study of politics.
· 3Explain how a disparate population of individuals and groups (families, clans, and tribes) can be forged into a cohesive society.
· 4Demonstrate how socialization affects political behavior and analyze what happens when socialization fails.
· 5Characterize the role of television and the Internet in influencing people’s political beliefs and behavior, and evaluate their impact on the quality of citizenship in contemporary society.
The year is 1932. The Soviet Union is suffering a severe shortage of food, and millions go hungry. Joseph Stalin, leader of the Communist Party and head of the Soviet government, has undertaken a vast reordering of Soviet agriculture that eliminates a whole class of landholders (the kulaks) and collectivizes all farmland. Henceforth, every farm and all farm products belong to the state. To deter theft of what is now considered state property, the Soviet government enacts a law prohibiting individual farmers from appropriating any grain for their own private use. Acting under this law, a young boy reports his father to the authorities for concealing grain. The father is shot for stealing state property. Soon after, the boy is killed by a group of peasants, led by his uncle, who are outraged that he would betray his own father. The government, taking a radically different view of the affair, extols the boy as a patriotic martyr.
Stalin considered the little boy in this story a model citizen, a hero. How citizenship is defined says a lot about a government and the philosophy or ideology that underpins it.
The Good Citizen
Stalin’s celebration of a child’s act of betrayal as heroic points to a distinction Aristotle originally made: The good citizen is defined by laws, regimes, and rulers, but the moral fiber (and universal characteristics) of a good person is fixed, and it transcends the expectations of any particular political regime.*
Good citizenship includes behaving in accordance with the rules, norms, and expectations of our own state and society. Thus, the actual requirements vary widely. A good citizen in Soviet Russia of the 1930s was a person whose first loyalty was to the Communist Party. The test of good citizenship in a totalitarian state is this: Are you willing to subordinate all personal convictions and even family loyalties to the dictates of political authority, and to follow the dictator’s whims no matter where they may lead? In marked contrast are the standards of citizenship in constitutional democracies, which prize and protect freedom of conscience and speech.
Where the requirements of the abstract good citizen—always defined by the state—come into conflict with the moral compass of actual citizens, and where the state seeks to obscure or obliterate t.
Chapters one and twoAnswer the questions in complete paragraphs .docxtiffanyd4
Chapters one and two
Answer the questions in complete paragraphs (at least 3), APA style (citations/references) and make sure to separate/number the answers
1. Explain the differences between Classic Autism and Asperger Disorder according to the DSM-V (Diagnostic Statistical Manual of the American Psychiatric Association).
2. How is ASD identified and diagnosed? Name and describe some of the measurement tools.
3. Describe the characteristics of ASD under each criterion: a) language deficits, b) social differences, c) behavior, and d) motor deficits.
4. List and describe the evidence-base practices for educating ASD children discussed in chapter 2.
5. Describe the differences between a focused intervention and comprehensive treatment models.
6. What are the components of effective instruction for students with ASD?
.
ChapterTool KitChapter 1212912Corporate Valuation and Financial .docxtiffanyd4
ChapterTool KitChapter 1212/9/12Corporate Valuation and Financial Planning12-2 Financial Planning at MicroDrive, Inc.The process used by MicroDrive to forecast the free cash flows from its operating plan is described in the sections below.Setting Up the Model to Forecast OperationsWe begin with MicroDrive's most recent financial statements and selected additional data.Figure 12-1 MicroDrive’s Most Recent Financial Statements (Millions, Except for Per Share Data)INCOME STATEMENTSBALANCE SHEETS20122013Assets20122013Net sales$ 4,760$ 5,000Cash$ 60$ 50COGS (excl. depr.)3,5603,800ST Investments40-Depreciation170200Accounts receivable380500Other operating expenses480500Inventories8201,000EBIT$ 550$ 500Total CA$ 1,300$ 1,550Interest expense100120Net PP&E1,7002,000Pre-tax earnings$ 450$ 380Total assets$ 3,000$ 3,550Taxes (40%)180152NI before pref. div.$ 270$ 228Liabilities and equityPreferred div.88Accounts payable$ 190$ 200Net income$ 262$ 220Accruals280300Notes payable130280Other DataTotal CL$ 600$ 780Common dividends$48$50Long-term bonds1,0001,200Addition to RE$214$170Total liabilities$ 1,600$ 1,980Tax rate40%40%Preferred stock100100Shares of common stock5050Common stock500500Earnings per share$5.24$4.40Retained earnings800970Dividends per share$0.96$1.00Total common equity$ 1,300$ 1,470Price per share$40.00$27.00Total liabs. & equity$ 3,000$ 3,550The figure below shows all the inputs required to project the financial statements for the scenario that has been selected with the Scenario Manager: Data, What-If Analysis, Scenario Manager. There are two scenarios. The first is named Status Quo because all operating ratios except the sales growth rate are assumed to remain unchanged. The initial sales growth rate was chosen by MicroDrive's managers based on the existing product lines. The growth rate declines over time until it eventually levels off at a sustainable rate. The other scenario is named Final because it is the set of inputs chosen by MicroDrive's management team.Section 1 shows the inputs required to estimate the items in an operating plan. For each of these inputs, Section 1 shows the industry averages, the actual values for the past two years for MicroDrive, and the forecasted values for the next five years. The managers assumed the inputs for future years (except the sales growth rate) would be equal to the inputs in the first projected year.MicroDrive's managers assume that sales will eventually level off at a sustaniable constant rate.Sections 2 and 3 show the data required to estimate the weighted average cost of capital. Section 4 shows the forecasted growth rate in dividends.Note: These inputs are linked throughout the model. If you want to change an input, do it here and not other places in the model.Figure 12-2MicroDrive's Forecast: Inputs for the Selected ScenarioStatus QuoIndustryMicroDriveMicroDriveInputsActualActualForecast1. Operating Ratios2013201220132014201520162017201.
Chapters 4-6 Preparing Written MessagesPrepari.docxtiffanyd4
Chapters 4-6: Preparing Written Messages
Preparing Written Messages
Lesson Outline
Seven Steps to Preparing Written Messages
Effective Sentences and Coherent Paragraphs
Revise to Grab Your Audience’s Attention
Improve Readability
Proofread and Revise
Seven Steps to Preparing
Written Messages
Seven Preparation Steps
Step 1: Consider Contextual Forces
Step 2: Determine Purpose, Channel, and Medium
Step 3: Envision Audience
Step 4: Adapt Message to Audience Needs and Concerns
Step 5: Organize the Message
Step 6: Prepare First Draft
Step 7: Revise, Edit, and Proofread
Effective Sentences and
Coherent Paragraphs
Step 6: Prepare the First Draft
Proceed Deductively or Inductively
Know Logical Sequence of Minor Points
Write rapidly with Intent to Rewrite
Use Active More Than Passive Voice
Craft Powerful Sentences
Rely on Active Voice—Subject Doer of Action
(Passive—Subject Receiver of Action Sentence Is Less Emphatic)
Passive Voice Uses
Conceal the Doer/Avoid Finger Pointing
Doer Is Unknown
Place More Emphasis on What Was Done
(Receiver of Action)
5
Emphasize Important Ideas
Techniques
Sentence Structure—place important ideas in simple sentences/place in independent clauses (emphasis)
Repetition—repeat a word in a sentence
Labeling Words—use words that signal important
Position—position it first or last in a clause, sentence, paragraph, or presentation
Space and Format—use extraordinary amount of space for important items or use headings
Develop Coherent Paragraphs
Develop Deductive/Inductive Paragraphs Consistently
Link Ideas to Achieve Coherence
Keep Paragraphs Unified
Vary Sentence and Paragraph Length
Position Topic Sentences and
Link Ideas
Deductive—topic sentence precedes details
Inductive—topic sentence follows details
Link Ideas to Achieve Coherence (Cohesion)
Repeat Word from Preceding Sentence
Use a Pronoun for a Noun in Preceding Sentence
Use Connecting Words (e.g., Conjunctive Adverbs)
Link Paragraphs by Using Transition Words
Use Transition Sentences before Headings,
But Not Subheadings
Paragraph Unity
Keep Paragraphs Unified—support must be focused on topic sentences
Ensure Paragraphs Cover Topic Sentence, But Do Not Write Extraneous Materials
Arrange Paragraphs in a Logical and Systematic Sequence
Vary Sentence and
Paragraph Length
Vary Sentence Length (Average—Short)
Vary Sentence Structure (Sentence Variety)
Vary Paragraph Length (Average—Short
8-10 Lines)
Changes in Tense, Voice, and Person in Paragraphs Are Discouraged
Revise to Grab
Reader’s Attention
Cultivate a Frame of Mind (Mind-set) for Revising and Proofreading
Have Your Revising/Editing Space/Room
View from Audience Perspective (You Attitude)
Revise until No More Changes Would Improve the Document
Be Willing to Allow Others to Make Suggestions (Writer’s Pride of Ownership?)
Ensure Error-Free Messages
Use Visual Enhancements for More Readability
Add Only When They Aid Comprehension
Create an A.
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
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.
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
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Chapter 9Teams Face-to-Face and Virtual1Introduc.docx
1. Chapter 9:
Teams: Face-to-Face and Virtual
1
Introduction
Teams and committees are commonplace in organizations
Making teams productive and satisfying is a challenge for
leaders and workers
Member expectations influence team processes and outcomes
Challenge for team leaders is manager from the point of verbal
creation to the end point of dissolution
2
Case Study: The MacIntosh Pirates
Steve Jobs felt stifled in his attempts to help the Lisa team at
Apple, Inc. and formed his own “Macintosh” team
Jobs hoisted a “pirate” flag with an Apple logo on it to set the
tone for his team of creative recruits
Jobs inspired and empowered his team and took risks with his
behaviors
Macintosh became famous, and Jobs credited his team for its
success
What is your opinion of how Jobs created and managed his
team?
Teams – What Are They?
2. A team represents a group of people with different abilities and
responsibilities, brought together to accomplish a task or
variety of needs
Teams require players to work together
Functional perspective of teams includes assumptions:
Members are motivated to make the best choices
Choice to be made is nonobvious
Members have access to information/resources necessary to
complete the task
Members collectively possess cognitive and communication
skills to deal with decision-making/problem-solving
4
Types of Teams
Primary Work Groups
Employees formally assigned within an organization
Committees
Team of people charged with implementing an organizational
plan
Task Forces
Teams put together for a short time, usually to accomplish a
specific task
Focus Groups
Groups or teams put together in order to discuss specific issues
within the organization
Technology, Social Skills, and Face-to-Face Teams
Digital Natives
Those born since the 1980s, have never known a world without
computers, cell phones, 24-hour-a-day television or the Internet
Digital Immigrants
People who were born before the advent of digital technology
3. who are entering the digital communication arena
People are more connected now than ever before but on a more
superficial level
Both Natives and Immigrants often need to fine-tune their
interpersonal social skills
The Virtual Team
Members engage each other locally, regionally, and globally
without being face to face
Members primarily function in cyberspace, creating both
advantages and disadvantages
Technologies such as Skype have created low-cost ways of
connecting
Allows for both verbal and nonverbal interaction
7
Team/Group Characteristics
Case Study: Southwest Airlines’ Success
Southwest decided to make flying fun and less expensive, so
they built their team by hiring for attitude and then trained for
skills
Put employees first and customers second
Open to learning from their mistakes and adapted as necessary
Less structure, but hard work still expected
What do you think of the idea that employees come first?
8
Team Job Design
Job Design Theory (Hackman and Oldham, 1975)
4. Teams are most effective when they possess these 5 factors:
Skill variety
Task identity
Autonomy
Significance
Feedback
Cohesion and Loyalty
Cohesiveness
A sense of unity can develop as team members gain
understanding and insight about one another and begin
successfully completing tasks
Loyalty
A loyal team member is committed and faithful, devoted, and
feels a sense of obligation to the team
Framing and “Fantasy”: Important for Group Cohesion
Interaction that gives group work meaning is often related to
fantasy
Members can draw upon past experiences to make work more
fun and imaginative
Leaders can use fantasies or frames to help members feel a
sense of involvement or identification
Trust
Necessary element for effective teams
Refers to reliability and predictability of group members
Nonverbal communication helps us to determine whether to
5. trust
Since nonverbals can be absent in virtual teams, it can be
difficult to interpret a message
Nonverbal communication awareness is important for relational
success
Efficiency in Teams
Accomplishing tasks with the least amount of resources in the
least amount of time possible under given circumstances
Lack of efficiency is one reason people hate working in teams
Teams can be more creative, bring more skills to solve
problems, create employee engagement
Motivation
Represents what drives us to accomplish tasks
Shared sense of purpose creates more motivation in teams
Leaders are challenged to determine how to motivate
individuals differently in teams
Synergy
Motivated employees who work together create something
greater than what individuals working alone could have
accomplished
Can happen both negatively and positively
Teams must push to focus on shared outcomes
Fairness: Finding a Reasonable
6. Solution
Sense of fairness felt by employees impacts their efficiency
Treating everyone equally does not always put everyone on
equal footing
Treating everyone fairly can put everyone on equal footing
Feedback and Listening
Employees and organizations alike should be learning and
growing with training and experience
Team learning
Transforming knowledge and information in a way that
promotes skill development and new understandings
Feedback
Positive or negative responses to our behavior
Norms
7. Expectations of behaviors in the organizational environment
High performance norms are critical to the success of teams
Virtual work groups rely heavily on communicative norms
Groupthink
Faulty decision-making of a group, where groups do not
consider all of the possibilities because they sacrifice quality
decisions to promote unanimity
Happens when:
Groups have become very cohesive and don’t want to risk
harming sense of unity
Group is under time constraints that cause them to rush the
process
Devil’s advocate
Someone assigned to argue against the cause for the sake of the
group
Diversity
Teams, especially those that are virtual, can include coworkers
from across the globe
Individuals bring unique characteristics to the relationship
Team members may lack understanding of different cultural
8. values and expectations
Netiquette
What is considered ethical behavior when using the computer,
especially when on the Internet
Satisfaction
Social networks show us it is possible to have satisfying
relationships without being in physical proximity to one another
Too much virtual interaction may decrease satisfaction with the
work environment
Opportunities to interact face-to-face may be important for
some
The Impact of Technology on Teams
Technology creates expectations in everyday life and in the
workplace
Technology has changed the way people communicate
Technology can be incorrectly used and abused
Technology can not only facilitate understanding and efficiency
but also create misunderstanding and unrealistic expectations
9. Voice Mail
Useful when the recipient listens to the messages
No guarantee that messages are heard
Standard landlines and, thus, voice mail is still a useful
communication tool for connecting to all areas of the world
Teleconferencing and Videoconferencing
Rise in telecommuting means connecting through telephone or
video is increasingly important
Videoconferencing allows for interviewing options
Both are vital tools for interacting and developing relationships
with coworkers
Computer-Mediated Technology
Case Study: Instant Gratification Expectations
Sam works late one evening and emails Janika
The next morning, he still has not received an email response
and thinks she is punishing him because she is unhappy with
him
Sam sends a message to their boss, criticizing Janika
A few minutes later, he receives a reply from Janika indicating
that her child had been sick and that she is grateful for his work
10. Email can be damaging and destructive if not used thoughtfully
Has anything like this ever happened to you?
Email
It is often assumed that email messages will receive a quick
response because people are expected to be “connected” 24/7
Thoughtful use of email is important; it is easy to send an email
too quickly
To avoid an email that is a flame, print it out before you send it
and give it to someone else to read
People are bombarded with these easy types of messages
Employees can fall victim to continuous partial attention
Case Study: Oops, I hit reply all!
Wayne has been a top three sales rep who often took the
initiative to do extra tasks that he was not paid for
Rajan, the CEO, did not like Wayne and sent an email to a
regional sales manager with a negative message about Wayne
Rajan accidentally hit ”reply all” and Wayne received the
message
The relationships of all involved changed as a result of the
email
What would you do if you were Wayne? What would you do if
11. you were the regional manager who received the email?
Faxing
Faxing has become less inviting and less necessary to use
Documents can be emailed in PDF form, which is faster and
more secure than sending a fax
Social Networks
A real part of both personal and organizational life
Many organizations are utilizing social networks to connect
with customers and each other
Many social networks, such as Facebook, LinkedIn, VoIPs, and
more provide many tools for organizations
Organizations are creating positions to manage social network
accounts
Timing and Culture
How one understands the use of time is related to cultural
expectations
Monochronic time structures involve focusing on one activity at
a time
Cultures that are monochronic include northern Europe, North
12. America, Germany
Polychronic time structures involve juggling a variety of tasks
at one time
Cultures that are polychronic include Latin America, the Middle
East, Japan, France
Context Matters
For-Profit Organizations
Very small amount of these types of organizations represent
American society
Small Businesses
Entrepreneurial businesses typically have smaller teams
Nonprofit Organizations
Teams may consist of both paid employees and volunteers
Government Sector
Federal government is the nation’s largest employer
Chapter 7:
Organizational Relationships
13. Introduction
Human beings are inherently social
Tasks are accomplished through division of labor, individual
specialization of skills and tasks, and interaction with others
through relationships
Many factors influence these relationships, particularly in the
workplace
Case Study: The Flight Attendant
August 9, 2010 – Steven Slater was working for JetBlue
While taxiing after landing, Slater instructed a passenger to
remain seated
While ignoring Slater, the passenger continued in her efforts
and in the process hit Slater in the head with her bag
Slater promptly announced his unhappiness on the plane’s
intercom, pulled the emergency evacuation chute, slid down,
drove off and was arrested later that day
Emotion in the Workplace
Employees bring their emotions to work with them every day
Emotions are an inseparable part of everyday life
Emotions are intense feelings directed at someone or something,
14. they are reactions to a person or an event
How many different emotions can you think of?
Emotional Labor
Work that requires the employee to display certain emotions as
part of the job
Explained by Hochschild as “labor requiring one to induce or
suppress feeling in order to sustain the outward countenance
that produces the proper state of mind in other . . . .”
Professions with high emotional labor:
Doctors
Nurses
Restaurant wait staff
Flight attendants
Regulating Your Emotions
Accept the fact that as human beings we are going to be
emotional, positive/negative impacts on our communication
Be aware of our own emotions and the psychological and
physical impact they are having on us at any given time
Decide on what action is necessary in light of our emotions and
the emotions of our colleague
Emotions are tied to stress, which is linked to burnout
15. Practicing empathy, or the identification and understanding of
the way others feel, will help us better know how to balance the
emotional and rational aspects of our communication
Critical Thinking Questions - Emotions
Are there jobs where it is completely inappropriate to show
emotion?
Are certain personality types better suited for jobs with high
levels of emotional labor?
Listening and Relationships
Active listening is listening and responding in a manner that
supports mutual understanding of a message
Active listening requires concentration and feedback of the
message so the sender can determine the accuracy of the
listener’s interpretation
16. What are some reasons that we don’t listen?
Perception in the Workplace
Perception is the process by which we become aware of our
surroundings and interpret meaning
Perception checking is important for effective interactions, and
we do so by asking questions and seeking out alternative
viewpoints
Our perception, which is based on our experiences, what we
think, and our emotional state, inherently become our reality –
meaning that our perception, or our interpretation of a situation,
affects how we approach organizational relationships
Perception Model
Nonverbal Communication in the Workplace
Nonverbal interactions, including body movements, facial
expressions, intonations and other subtle factors, can easily
impact the delivery of a message.
Nonverbal channels include:
17. Physical appearance
Kinesics
Touch
Facial Expression
Space
Voice (tone and emphasis)
Our use of time
Personality and Organizational Relationships
Personality (sum total of ways in which an individual reacts to
and interacts with others) is an important consideration for
organizational relationships
Analyzing a person’s different personality can better help to
understand a situation
Myers-Briggs type indicator
Big 5 model
Emotional intelligence
Attribution theory
Fundamental attribution theory
Case Study: CBS Hit The Big Bang Theory
Sheldon, a character on the show The Big Bang Theory is a
scientist with an IQ of 187
18. Though academically intelligent, he has a very low level of
emotional intelligence
The television show features characters with various levels of
emotional intelligence, and Sheldon’s EI grows over time
Can you rank the EI of the characters?
Decision-Making and Relationships
Decision-making occurs as a reaction to a problem, or an
awareness that a discrepancy exists between the current and
desired state of affairs
Decisions can be made in a variety of ways, including leader
mandates, powerful minorities, majority rule, and consensus
Processes to assist with decision-making include:
brainstorming, the Delphi technique, nominal group technique
Critical Thinking Questions – Decision-Making
Consider the organizations of which you have been a part: for
19. example, family, church, school, a job. What type of decision-
making process was typically used?
How did these decision-making processes influence the
relationships of those involved?
Power, Politics, and Ethics: Effects on Relationships
Ethical standards adopted by an organization can constrain the
abuse of power, and can provide appropriate guidance to help
direct employee relational behavior in positive ways
Ethical abuses can occur, so communicating in a positive
manner and developing solid relationships is useful
Context Matters
For-Profit Organizations
Many different personality types typical in large organizations
Small Businesses
Fewer employees, both challenging and positive personalities
Nonprofit Organizations
Mission or affiliation can draw like-minded people
Government Sector
Political understandings can constrain relationships
20. Chapter 6:
Recruitment and Socialization
Introduction
Case Study: Job Seeker
Sodexho, a food and facilities management company, used
avatars to interview potential job candidates
Many organizations now use avatar-based recruiting processes
Requires applicants to demonstrate technology skills
Helps organizations move toward technology-focused work
environments
A Virtual Job-Seeker
Recruitment and Retention
The process of finding and hiring new members of the
organization
Used to find new employees that best fit an organization’s
existing culture
Success of an organization hinges on its people and the
21. knowledge, skills, and abilities (KSAs) they possess
Human Capital
The economic value of an organization’s employee skill set
One of the most important, if not the most important resource
for any organization
Particularly important to effectively assess the job-relatedness
of an applicant’s KSAs in the recruiting process
An organization must first thoroughly understand the
requirements of the job in terms of the knowledge, skills, and
abilities that will provide for top performance
The Cost of Human Capital
Hiring costs include advertising positions, screening applicants,
interviewing potential employees, evaluating qualifications, and
processing any successful candidates offered jobs
May also include relocation costs and housing arrangements
Benefits are also substantial expenses
Workers satisfied with the job and the compensation are more
likely to stay with the organization
22. Making the Right Choice
Process of selecting an employee is a process of predicting the
future
These tools, which assess the job-related KSAs of applicants,
usually include the “big three” basics of
Job applications or resumes
Interviews
Reference checks
Providing realistic job previews that emphasize both positives
and negatives also important
Critical Thinking Questions – Human Capital
What are some ways that employers can provide realistic job
previews?
In what ways does providing realistic job previews also allow
the employer to evaluate potential human capital?
Case Study: An Ohio Reboot of Human Capital
A plant was shut down in a small Ohio town, causing a large
number of people to lose their jobs
23. A new company came in and began interviewing potential
workers
Instead of reviewing qualifications, applicants were observed as
they worked on a task
Looking for critical thinking skills and ability to work with
others (work sample)
What types of experiences have you had in job interviews?
What “Great” Managers Do Differently
Buckingham and Coffman (1999) focus on four core activities:
Select a person for talent, not simply experience, intelligence,
or determination
Set expectations by defining the right outcomes, not the right
steps
Motivate someone by focusing on strengths, not weaknesses
Develop the person by helping them find the right fit, not
simply the next rung on the ladder
Communicate, Communicate, Communicate
Of the 17 factors most important in helping graduating college
students obtain employment, Windsor, Curtis, and Stephens
(1997) found that the top three skills were:
24. Oral (speaking) communication
Written communication
Listening
The Importance of Attitude
Attitude is an evaluative statement – either favorable or
unfavorable – concerning objects, people, or events that reflect
how one feels about something
Attitudes have three intertwined components:
Cognition – an opinion or belief (“my supervisor is unfair”)
Affect – the emotional or feeling segment (“I dislike my
supervisor”)
Behavior – the intention to behave in a certain way (“I will
quit” or “I will complain about my supervisor”)
Case Study: The Southwest Airlines Case
A highly decorated military pilot applied for a position with
Southwest Airlines
On his way to Dallas for the interview, he was rude to the
customer service agent when he received his transfer pass
At the interview he appeared cold and arrogant
25. The pilot was automatically disqualified because he did not
appear to have the appropriate attitude for the airline
Why would Southwest be so concerned about attitude when the
pilot is obviously highly qualified?
The Socialization Process
Socialization is the process that helps new employees adjust to
the prevailing culture of an organization
Can also be referred to as assimilation
Process where an employee:
Learns the ropes
Becomes part of the organizational environment
Adopts the organization as part of their individual identity
Case Study: The New Guy
After his first week at a new job, Jason learned of a company
picnic to be held that Saturday
Jason’s son was swimming in an important swim meet that same
day, so he opted to go to the swim meet instead
The following Monday, Jason’s new boss scolded him for not
attending the picnic
Jason had misunderstood the company culture and expectations
26. Have you ever misunderstood a cultural expectations in an
organization of which you’ve been a part?
Anticipatory Socialization
A phase of socialization that begins even before an employee
interviews with an organization
Has to do with the experiences one has had with the industry
and the effect those have on the individual’s expectations
Organizational encounter socialization occurs when the
employee begins a new position
Typically a time of uncertainty, where the employee must
determine whether expectations are being met
Information Seeking
Case Study: Asking Questions
Pat began a new job and was supposed to be trained by a
coworker, but that coworker was unavailable
Pat gave information to a customer that he believed to be
correct based on his previous work experience – he didn’t want
to look unsure, so he didn’t ask
The information was incorrect, costing the customer thousands
27. of dollars
The customer severed ties with Pat’s new company
Should Pat be fired?
The Role of Leadership in Socialization
Leadership can set many different tones for effective
information seeking from new employees
Asking questions is one of the quickest and most effective ways
for new employees to becoming socialized
The responsibility of learning lies both with the employer and
the employee
Socialization and Role Development
Supervisor-subordinate relationships are vital in the
development and understanding of one’s role within an
organization
Leader-Member Exchange Theory (LMX) suggests leadership is
a relationship of exchange, which develops over time
Leaders typically establish relationships with small number of
subordinates (the in-group)
Subordinates given certain perks as members of the in-group
People in the in-group comply with different rules than people
28. in the out-group
Cultural Fit
Person-Organization Fit argues that people are attracted to and
selected by firms that match their values and personalities, and
that they eventually leave organizations that do not
Fit is important for employee satisfaction and success
“Organizational osmosis” refers to the idea that absorbing the
organization’s values, beliefs, and understandings in a relatively
effortless way
Metamorphosis
Represents a profound change when an employee moves from
being a new hire to becoming “one” with the organization
Typically a gradual process but can happen quickly for some
Often related to personality and attitude of the employee,
coworkers, and fit within the culture of the organization
Organizational Exit
Downsizing can be a serious threat to employees of an
organization
29. In most cases, however, firms want to keep employees, though
downsizing and layoffs may be the only way for an organization
to survive
There are many ways to exit an organization, though it is a good
idea for any organization to conduct an exit interview when an
employee leaves
Recruitment and Socialization: New Technologies
As we consider recruitment, socialization, and role development
within the organization, we should consider the potential impact
social media and technology in general might have on this
process
As we interact more via technology, we are going to have to
discover new cues to guide us in our interpretation of the
interactions
Social Media
Having affected our lives beyond simple social networking, this
technology has expanded into the organizational socialization
and recruitment spectrum
Technology is ubiquitous, fast-moving, and it is obviously here
to stay
30. This provides yet another forum for organizations to enhance
their selection and socialization processes
Social media has revolutionized recruitment processes
Avatars
Some organizations are moving employee selection processes to
the online environment
Use of avatars has shown to:
Be cost effective
Reach a worldwide audience
Serve as an “ice-breaker”
Help to demonstrate technology skills
Lead to more engaged interviews
Context Matters
For-Profit Organizations
Larger corporations often have more flexibility and resources
for recruitment and retention
Small Businesses
Social media is important as these businesses often have fewer
resources
31. Nonprofit Organizations
Socialization often centers on commitment to the cause
Government Sector
Recruitment can draw from a national pool but is often
constrained by government regulations