Hayes Roth, HA Roth Consulting - University of Miami Career Leadership HA Roth Consulting
In this presentation, Hayes Roth, University of Miami class of 72' and principal of HA Roth Consulting, talks about popular (and sometimes, unpopular) leaders and how they've influenced his life and career.
The MA in Transformational Urban Leadership is a degree designed by leaders form among the urban poor for leaders among the urban poor, a reflection-action process of learning social entrepreneurship and fostering entrepreneurship in multiplying faith communities, and community organizations in marginalized communities.
Hayes Roth, HA Roth Consulting - University of Miami Career Leadership HA Roth Consulting
In this presentation, Hayes Roth, University of Miami class of 72' and principal of HA Roth Consulting, talks about popular (and sometimes, unpopular) leaders and how they've influenced his life and career.
The MA in Transformational Urban Leadership is a degree designed by leaders form among the urban poor for leaders among the urban poor, a reflection-action process of learning social entrepreneurship and fostering entrepreneurship in multiplying faith communities, and community organizations in marginalized communities.
Talent Development for the New Age 10.22.19Andy Storch
I presented this to a group of business owners and managers at the Insights Association on 10/22/19. This is all about how to engage, develop and multiply your people to maximize productivity and profit.
Dr. Johanna Richter and Simon Jochim were invited to Amman, Jordan, by the German Jordan University. They did a workshop about Social Entrepreneurship.
Social Entrepreneurship Class 2 and 3 at German Jordan University - Day 2Prof. Dr. Günter Faltin
Dr. Johanna Richter and Simon Jochim were invited to Amman, Jordan, by the German Jordan University. They did a workshop about Social Entrepreneurship.
Presentation by Devon Scheef and Diane Thielfoldt, Co-Founders, The Learning Café, during the Office Depot Foundation's Weekend in Boca Civil Society Leadership Symposium on September 25, 2015.
If you are like many employers, educational and not-for-profit leaders, you are coming to the conclusion that assigning leadership roles to Millennials might be a good idea. In fact, 15% of Millennials in the workplace are in formal leadership roles.
No longer the new kids on the block, Millennials are business leaders, managers, public office holders, parents, entrepreneurs, and board members. As a generation, Millennial leaders are serious, valued contributors filling our talent pipelines.
Think again if you believe Millennials are the managers of the past. They think, work and live differently. Many of them are responsible for teams, departments and organizations that resemble a four-generation family reunion, requiring great flexibility of leadership style. In this presentation, Diane Thielfoldt and Devon Scheef of The Learning Café will share the issues and opportunities associated with Millennials – and Millennial managers – at work.
This fast-paced, engaging presentation features:
• A holistic view of Millennials as current and future leaders
• What every Millennial leader needs to know about other workplace generations
• Three significant generation gaps at work and what to do about them
• How to prepare your organization to welcome, engage and retain Millennial talent and Millennial managers
Social Entrepreneurship Class 2 & 3 at German Jordan University - Day 1Prof. Dr. Günter Faltin
Dr. Johanna Richter and Simon Jochim were invited to Amman, Jordan, by the German Jordan University. They did a workshop about Social Entrepreneurship.
Entrepreneurship and Small Business: Unit No. 3amitsethi21985
As per PTU Syllabus BBA, Unit No. 3: Understanding Entrepreneurship: concept and definitions, entrepreneurial characteristics and skills, importance and significance of growth of entrepreneurial activity, classification and types of entrepreneurs; entrepreneurial competencies, theories of entrepreneurship, factor affecting entrepreneurial growth – economic, non-economic factors; entrepreneurial training; entrepreneurial success and failures, Ethics and Social Responsibility of an Entrepreneur.
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Course Content:
Unit I: Introduction to Entrepreneurship: Entrepreneurs; entrepreneurial personality and intentions, characteristics, traits and behavioral; entrepreneurial challenges.
Entrepreneurship is defined as the starting of new businesses, usually by an individual who identified a gap in the market and trail blazed their way to success as sole owner and CEO. But you don’t have to share this passion of building your own business to see the value in utilising the same skills for your future career aspirations! We explore the relevancy of entrepreneurial skills for your career in this free one-hour webinar, and hear from a USQ student about how she found success by nurturing these skills and taking a chance.
Talent Development for the New Age 10.22.19Andy Storch
I presented this to a group of business owners and managers at the Insights Association on 10/22/19. This is all about how to engage, develop and multiply your people to maximize productivity and profit.
Dr. Johanna Richter and Simon Jochim were invited to Amman, Jordan, by the German Jordan University. They did a workshop about Social Entrepreneurship.
Social Entrepreneurship Class 2 and 3 at German Jordan University - Day 2Prof. Dr. Günter Faltin
Dr. Johanna Richter and Simon Jochim were invited to Amman, Jordan, by the German Jordan University. They did a workshop about Social Entrepreneurship.
Presentation by Devon Scheef and Diane Thielfoldt, Co-Founders, The Learning Café, during the Office Depot Foundation's Weekend in Boca Civil Society Leadership Symposium on September 25, 2015.
If you are like many employers, educational and not-for-profit leaders, you are coming to the conclusion that assigning leadership roles to Millennials might be a good idea. In fact, 15% of Millennials in the workplace are in formal leadership roles.
No longer the new kids on the block, Millennials are business leaders, managers, public office holders, parents, entrepreneurs, and board members. As a generation, Millennial leaders are serious, valued contributors filling our talent pipelines.
Think again if you believe Millennials are the managers of the past. They think, work and live differently. Many of them are responsible for teams, departments and organizations that resemble a four-generation family reunion, requiring great flexibility of leadership style. In this presentation, Diane Thielfoldt and Devon Scheef of The Learning Café will share the issues and opportunities associated with Millennials – and Millennial managers – at work.
This fast-paced, engaging presentation features:
• A holistic view of Millennials as current and future leaders
• What every Millennial leader needs to know about other workplace generations
• Three significant generation gaps at work and what to do about them
• How to prepare your organization to welcome, engage and retain Millennial talent and Millennial managers
Social Entrepreneurship Class 2 & 3 at German Jordan University - Day 1Prof. Dr. Günter Faltin
Dr. Johanna Richter and Simon Jochim were invited to Amman, Jordan, by the German Jordan University. They did a workshop about Social Entrepreneurship.
Entrepreneurship and Small Business: Unit No. 3amitsethi21985
As per PTU Syllabus BBA, Unit No. 3: Understanding Entrepreneurship: concept and definitions, entrepreneurial characteristics and skills, importance and significance of growth of entrepreneurial activity, classification and types of entrepreneurs; entrepreneurial competencies, theories of entrepreneurship, factor affecting entrepreneurial growth – economic, non-economic factors; entrepreneurial training; entrepreneurial success and failures, Ethics and Social Responsibility of an Entrepreneur.
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Course Content:
Unit I: Introduction to Entrepreneurship: Entrepreneurs; entrepreneurial personality and intentions, characteristics, traits and behavioral; entrepreneurial challenges.
Entrepreneurship is defined as the starting of new businesses, usually by an individual who identified a gap in the market and trail blazed their way to success as sole owner and CEO. But you don’t have to share this passion of building your own business to see the value in utilising the same skills for your future career aspirations! We explore the relevancy of entrepreneurial skills for your career in this free one-hour webinar, and hear from a USQ student about how she found success by nurturing these skills and taking a chance.
What it takes to be a leader/entrepreneur.Eddie de Jong
Having a qualification is not enough to guarantee that you will get work or become successful.
What it takes to be a leader/entrepreneur discuses:
Intrapersonal Characteristics: Vision, Initiative, Persistence
Interpersonal Skills: Leadership, Communication, Ethics
Critical and Creative Thinking Skills: Creative thinking, Problem solving,
Practical Skills: Business knowledge, Planning, Goal setting
You are the most important person in your life, and you have to take control to become the best that you can be
Entrepreneurship.Bootstrapping Startup. Lifestyle of an Entrepreneur. Roleplay & Activity-based learning about communication in a startup, learning, growth, success, failures, team building, leadership etc.
Similar to communication and entrepreneurship skills (20)
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2. 2
ENTREPRENEURSHIP
• Definition of entrepreneur
• Entrepreneurship
• Is an entrepreneur born or made.
• General Enterprising tendencies/traits
[gets]
• How can one get be developed
• Types of skills required in
entrepreneurship
3. Definition of entrepreneur
• Somebody who innovates, invests and
takes risks
• a person who thinks, reasons, and acts in
a way that result in the creation,
enhancement, realization, and renewal of
value for an individual, group, organization
and the society at large.
3
4. Entrepreneurship
• Not all business men are necessarily
entrepreneurs.
• Entrepreneurs are found in all
professions-education, medicine,
research, law, architecture, engineering,
social work, distribution and the
government.
• Entrepreneurship is a dynamic process of
creating incremental wealth.
4
5. ENTREPRENEURSHIP
• Entrepreneurship is practicing
entrepreneurship within an
existing/established organization.
• Eg. Religious institution, Corporate
organization, Government agencies,
NGO, Home/family/relationship
• Entrepreneurship calls for constant
improvement, aggressiveness, vision,
ability to assess risks and quickly take
action 5
6. Is an entrepreneur born or
made?
• Two major contentions/arguments:
i. Entrepreneurship is a function of individual
personality traits.
ii.Entrepreneurship is an environmentally
determined phenomenon
6
7. Entrepreneurship as a function of
individual personality traits
• The elements of entrepreneurship are
leadership and the willingness to take
risks
• Management and leadership are two
different things
• Management can be more easily learned
than leadership
• Some leadership qualities seem to be
inborn
7
8. Entrepreneurship is an environmentally
determined phenomenon
• The enterprising behaviour can be
developed by exposure to stimuli and
therefore can be learned.
• The lessons of success can be imparted
to anyone
8
9. GENERAL ENTREPRISING
TENDENCIES/TRAITS [GETs]
i. Creativity
ii. Initiative taking
iii. Innovation
iv. Strong sense of independence and autonomy
v. Belief in self/ believe can make things happen
vi. Strong sense of ownership
vii. Aggressive
viii. Determined/Persevering
9
10. GETs……
ix. Hard working
x. Pro-active
xi. Belief that rewards come with own effort and
hard work brings its rewards
xii. Strong action orientation
xiii. Networking
xiv.Readiness to take reasonable risks
xv. Achievement orientation/urge to
succeed/conquer
10
11. HOW CAN I GET BE
DEVELOPED?
i. Always ask the question – is there a better way?
ii. Challenge custom, routine and tradition
iii. Realize that there may be more than one answer
iv. See mistakes and failures as mere pit stops on the
way to success
v. Identify yourself with successful people
vi. Expose yourself to difficult and challenging
situations
vii. Share information with others
viii. Add value to everything you do
11
12. HOW CAN I GET BE
DEVELOPED?........
ix. Be an achiever – finish what you start
x. Set long-term goals
xi. Try to make things happen for yourself
xii. Solve your own problems before seeking help
xiii.Be proud/feel good about yourself and your
work
xiv.Build up stamina
xv. Observe others and copy – but don’t be a
copycat
xvi.Experiment 12
13. Types of Skills required in
Entrepreneurship
• Technical skills
• Business management skills
• Personal entrepreneurial skills
13
14. Skills required
Technical skills Business mangnt skills Personal entrepreneurial skills
i. Writing
ii. Oral communication
iii. Monitoring environment
iv. Technical business mgmnt
v. Technology
vi. Interpersonal
vii. Listening
viii. Ability to organize
ix. Network building
x. Management style
xi. Coaching
xii. Being a team player
i. Planning and goal setting
ii. Decision making
iii. Human relations
iv. Marketing
v. Finance
vi. Accounting
vii. Management
viii. Control
ix. Negotiation
x. Venture launch
xi. Management growth
i. Inner control
ii. Risk taker
iii. Innovative
iv. Change oriented
v. Persistent
vi. Visionary leader
vii. Ability to manage change
14
15. Comparison of Traditional Managers
and Entrepreneurs
BASIS TRADITIONAL MANAGERS ENTREPRENEURS
1. Primary motives Promotion of traditional rewards eg. Office, staff
and power
Independence, opportunity to create money.
2. Activity Delegates and supervises more than direct
involvement
Direct involvement
3. Risk Careful Moderate risk taker
4. Status Concerned about status symbols Not concerned about status symbols
5. Decision Usually agrees with those in upper management
positions
Follow dreams with decisions
6. Failure and mistakes Tries to avoid mistakes and surprises Deals with mistakes and failures
15
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ENTREPRENEURSHIP
• Definition of entrepreneur
• Entrepreneurship
• Is an entrepreneur born or made.
• General Enterprising tendencies/traits
[gets]
• How can one get be developed
• Types of skills required in
entrepreneurship](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)