A sample of slides from communication measurement presentations and workshops from the last couple of years. Created by Ryan Tudor Williams @ TWI Surveys Inc.
Pulse surveys can provide regular feedback from employees on engagement, productivity, and responses to initiatives through various methods like annual satisfaction surveys, weekly check-ins, and reaction surveys. Annual surveys comprehensively assess trends across departments, while weekly check-ins and reaction surveys focus on specific issues or recent initiatives. The feedback is then analyzed for trends, reported to management, and responded to by making adjustments or providing more communication to improve the employee experience.
This document discusses the importance of evaluation in public relations and provides guidance on how to plan and conduct evaluations. It emphasizes that evaluations should measure the success of a program based on three standards: whether it justified the budget expenditure, was effective, and achieved its objectives. A step model is presented for conducting evaluations at different stages: preparation, implementation, and impact. Specific evaluation criteria and tools are recommended, such as surveys, sales data, and event tallies. Proper planning is key to ensure evaluations have benchmarks and gather needed data to assess success.
Executive Briefing: Introduction to Strategic ExperimentationMetre22
Traditional approaches to strategic analysis focus on finding the single best path forward, but businesses who deal with uncertainty may require a strategic experimentation approach. Find out if this approach is right for you.
This document discusses best practices for measuring the effectiveness of internal communications. It recommends measuring communications yearly through in-depth surveys, before and after major communication efforts or campaigns to establish baselines and assess impact, and periodically to track approaches and key performance indicators over time. It also provides examples of what to measure, such as audience perceptions, changes in behavior, and impact on business goals. Finally, it discusses tools and techniques for measurement, both quantitative and qualitative, and how to avoid biases and encourage survey participation.
The document discusses performance appraisals, defining them as the systematic assessment of an employee's job performance against factors like knowledge, quality and quantity of work, initiative, leadership, dependability, and cooperation. It notes that appraisals assess past and future potential. The objectives are to assess training needs, determine promotions, communicate performance, and evaluate programs. The process involves setting objectives, job expectations, designing the program, appraising performance, and conducting interviews. Rating errors can occur from leniency, central tendency biases, and halo effects during judgments.
This document outlines principles and strategies for stakeholder engagement. It discusses the importance of prioritizing issues of significance, understanding stakeholder concerns, and responding appropriately. An engagement model is presented involving thinking and planning, responding and measuring, and preparing and engaging. Benefits of stakeholder engagement include improved access to emerging issues, enhanced communication, simplified conflict resolution, and increased organizational effectiveness. The engagement strategy involves establishing context, identifying and analyzing risks, and evaluating and treating risks. Preparing and engaging stakeholders is also discussed.
This document summarizes research showing that most change projects fail to meet their objectives. It then discusses different approaches to change, noting that transformational change implies a complete shift in core values while change maintains core values. The challenges of changing different types of organizations are explored, with bureaucratic and mature organizations seen as most difficult to change. Common misconceptions about change being a static endpoint rather than dynamic and continual process are addressed. The document emphasizes that the change agent's approach and focus on throughput rather than a single outcome are most important for success. It concludes that embedding an ongoing ability to manage change is the true measure of success.
Using customer feedback the way it should beMicrosoft
The document discusses using customer feedback to improve business goals through a community feedback program. It identifies some issues with current feedback methods such as inadequate requests, too many sources, and lack of clear connections between feedback and improvements. The proposed program involves setting goals, selecting targeted feedback methods, improving customer interaction and participation, and making the feedback more valuable. It suggests tracking quick wins and measurements to report on successes and creating a story to understand how different metrics relate and view customer feedback systematically across product, community and content improvements.
Pulse surveys can provide regular feedback from employees on engagement, productivity, and responses to initiatives through various methods like annual satisfaction surveys, weekly check-ins, and reaction surveys. Annual surveys comprehensively assess trends across departments, while weekly check-ins and reaction surveys focus on specific issues or recent initiatives. The feedback is then analyzed for trends, reported to management, and responded to by making adjustments or providing more communication to improve the employee experience.
This document discusses the importance of evaluation in public relations and provides guidance on how to plan and conduct evaluations. It emphasizes that evaluations should measure the success of a program based on three standards: whether it justified the budget expenditure, was effective, and achieved its objectives. A step model is presented for conducting evaluations at different stages: preparation, implementation, and impact. Specific evaluation criteria and tools are recommended, such as surveys, sales data, and event tallies. Proper planning is key to ensure evaluations have benchmarks and gather needed data to assess success.
Executive Briefing: Introduction to Strategic ExperimentationMetre22
Traditional approaches to strategic analysis focus on finding the single best path forward, but businesses who deal with uncertainty may require a strategic experimentation approach. Find out if this approach is right for you.
This document discusses best practices for measuring the effectiveness of internal communications. It recommends measuring communications yearly through in-depth surveys, before and after major communication efforts or campaigns to establish baselines and assess impact, and periodically to track approaches and key performance indicators over time. It also provides examples of what to measure, such as audience perceptions, changes in behavior, and impact on business goals. Finally, it discusses tools and techniques for measurement, both quantitative and qualitative, and how to avoid biases and encourage survey participation.
The document discusses performance appraisals, defining them as the systematic assessment of an employee's job performance against factors like knowledge, quality and quantity of work, initiative, leadership, dependability, and cooperation. It notes that appraisals assess past and future potential. The objectives are to assess training needs, determine promotions, communicate performance, and evaluate programs. The process involves setting objectives, job expectations, designing the program, appraising performance, and conducting interviews. Rating errors can occur from leniency, central tendency biases, and halo effects during judgments.
This document outlines principles and strategies for stakeholder engagement. It discusses the importance of prioritizing issues of significance, understanding stakeholder concerns, and responding appropriately. An engagement model is presented involving thinking and planning, responding and measuring, and preparing and engaging. Benefits of stakeholder engagement include improved access to emerging issues, enhanced communication, simplified conflict resolution, and increased organizational effectiveness. The engagement strategy involves establishing context, identifying and analyzing risks, and evaluating and treating risks. Preparing and engaging stakeholders is also discussed.
This document summarizes research showing that most change projects fail to meet their objectives. It then discusses different approaches to change, noting that transformational change implies a complete shift in core values while change maintains core values. The challenges of changing different types of organizations are explored, with bureaucratic and mature organizations seen as most difficult to change. Common misconceptions about change being a static endpoint rather than dynamic and continual process are addressed. The document emphasizes that the change agent's approach and focus on throughput rather than a single outcome are most important for success. It concludes that embedding an ongoing ability to manage change is the true measure of success.
Using customer feedback the way it should beMicrosoft
The document discusses using customer feedback to improve business goals through a community feedback program. It identifies some issues with current feedback methods such as inadequate requests, too many sources, and lack of clear connections between feedback and improvements. The proposed program involves setting goals, selecting targeted feedback methods, improving customer interaction and participation, and making the feedback more valuable. It suggests tracking quick wins and measurements to report on successes and creating a story to understand how different metrics relate and view customer feedback systematically across product, community and content improvements.
The document outlines a 7-step issues management process: 1) Monitoring the business environment to identify potential issues, 2) Identifying emerging issues, 3) Prioritizing issues based on their potential impact, 4) Analyzing priority issues in detail, 5) Deciding on a strategic response and communication plan, 6) Implementing approved policies and programs, and 7) Evaluating results to determine future strategies. The process is meant to help companies proactively address issues that could impact their business, reputation, or freedom of action.
Running a successful Communications Audit by One clear MessageRichard Riche
Business evolves over time as do stakeholders, audiences and communication channels. A Communications Audit can help your organisation become a better communicator.
Improving Patient Centered Care Through Rapid Cycle ChangeRosa West
The document discusses improving person-centered care through rapid cycle process improvement. It recommends understanding the customer perspective, selecting an influential change leader, focusing on key problems, seeking outside ideas, and pilot testing changes. The document provides process improvement principles and tools to assess current processes, collect data, set targets, pilot test changes, and conduct plan-do-study-act cycles to continuously improve care and address common concerns about change.
The document discusses managerial decision making and different models for decision making processes. It describes programmed and non-programmed decisions and outlines the classical, administrative, and incremental models. It provides a 7 step process for decision making: 1) identifying opportunities and problems, 2) setting objectives, 3) generating alternatives, 4) evaluating alternatives, 5) reaching a decision, 6) implementation strategies, and 7) monitoring and evaluating. Key aspects of evaluating alternatives and effective implementation are also covered.
The document discusses performance measures in behavioral health. It defines performance measures as indicators chosen to monitor an organization's success, stagnation, and areas for improvement. The objectives are to assess relevant indicators for an organization and explore performance measures in behavioral health services to monitor services and facilitate improvement. Key points are that indicators should be quantifiable, relevant, meaningful, and based on available data in order to effectively track an organization's progress toward its goals.
This document discusses marketing research objectives for understanding customer expectations and perceptions of services. Some common objectives include identifying dissatisfied customers, discovering customer requirements, monitoring service performance, and assessing gaps between customer expectations and perceptions. Effective research programs include both qualitative and quantitative research, measure perceptions and expectations, and occur with appropriate frequency. Various research methods are described, such as customer complaint solicitation, relationship surveys, mystery shopping, and focus groups. Finally, the document outlines the stages of the research process and ways to analyze findings using importance/performance matrices and zones of tolerance.
This document provides a preliminary report on Citizen's Energy Group's 2008 Baldrige assessment. It summarizes the assessment process, report format, and key themes identified in the assessment. The key themes included strengths in team focus, process focus, leadership development, and community focus. Opportunities for improvement included better connecting strategic planning to departmental planning and keeping processes current with business needs. The report also provided overviews and observations on each Baldrige criteria category.
This document describes a governance assessment tool for organizations to evaluate their leadership, operations, and performance. The tool involves assessments of boards of trustees, management teams, and executive staff using modules related to governance, finance, strategy, quality, and staff relations. It provides self-directed and facilitator-led assessment methods, as well as analysis, reporting, and recommendations to identify strengths, vulnerabilities, and areas for improvement. The goal is to support discussion of priorities, progress toward goals, and continuous development.
The document outlines outcomes and strategies for using data to manage results. It discusses three key steps agencies can take: 1) Clarify assumptions made in original proposals, 2) Identify course corrections needed based on data insights, and 3) Analyze the broad implications of learnings. The goal is for agencies to develop compelling re-applications that demonstrate how they are applying learnings to improve projects and achieve stronger results.
A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. It can handle large amounts of data from different sources, provide flexible reporting and presentations, and perform complex analysis and comparisons using advanced software. DSSs serve management, operations, and planning levels of an organization by supporting activities like sensitivity analysis, "what-if" analysis, and goal-seeking analysis to evaluate alternative decisions and help choose the best option. The example described is a DSS used at RUKMANI BAJAJ in Indore to help the CEO and management make informed decisions.
This document summarizes the results of a survey of 145 school professionals regarding their implementation of professional learning communities (PLCs). It finds that schools with high measurable student impact more frequently use technology to track assessment data, provide ongoing PLC-related professional development and coaching, regularly review and use assessment data to identify student needs and plan interventions, and have principals meet regularly with teams. The most difficult PLC components for all respondents to implement were interventions, common formative assessments, and analyzing assessment results student-by-student.
This document discusses how and when to measure the effectiveness of internal communications within an organization. It recommends measuring communications annually through surveys, before and after specific communication campaigns, and periodically to track approaches over time. The document outlines what aspects of communication to measure, such as awareness, attitudes, behaviors, functional aspects of messages, and impact on business goals. It also discusses how to isolate the impact of communication from other variables and calculate the financial value of effective communication. Qualitative and quantitative techniques are described for measurement.
Elaine Strathern is a Compliance Assurance Advisor with over 18 years of experience in the insurance industry. She has a proven track record of developing and executing compliance monitoring plans, performing reviews to assess controls, and drafting recommendations to remediate issues. Elaine is skilled in report writing, data analysis, and stakeholder management. She is passionate about ensuring great customer outcomes while supporting business goals.
This document discusses the policy evaluation process. It begins by defining policy evaluation as determining the effectiveness and efficiency of government policies and identifying areas for change and improvement. It then outlines the main stages of the policy process and lists four standards for conducting policy evaluations: utility, feasibility, propriety, and accuracy. The two main types of evaluation are formative and summative. Formative evaluation aims to improve a project during implementation while summative evaluation assesses outcomes. The key steps in the policy evaluation process are defined as: defining purpose and scope, specifying the evaluation design, creating a data collection plan, collecting and analyzing data, drawing conclusions, and providing feedback for improvement.
The document discusses best practices for conducting effective employee surveys. It notes that surveys should be linked to business strategy, collect focused data, and analyze results to identify key drivers and linkages to organizational outcomes. Most importantly, surveys require utilization of results through action planning and accountability, communication of actions taken, and follow up to ensure improvements are ongoing. When done properly, surveys can provide value by assessing engagement, predicting change readiness, and building ownership of outcomes, but common pitfalls include unclear objectives and lack of follow through.
This document outlines the process for conducting a communications audit and developing a communications strategy. It discusses how communications audits can help organizations understand what communication efforts are working well and where there are opportunities for improvement. A 10-step process is provided for conducting a thorough audit, including collecting past communications, surveying internal and external stakeholders, analyzing media coverage, and conducting a SWOT analysis. The goal is to use audit findings to inform the creation of a detailed strategic communications plan.
Internal communication surveys are conducted yearly and may include additional questions to provide insights into communication effectiveness. It is important to measure awareness, attitudes, and knowledge before and after major communication efforts and initiatives to assess their impact. Regular measurement helps communicators understand shifting attitudes over time and tailor messages appropriately. Specific events can also be measured through temperature checks and pulse surveys to collect feedback. Key performance indicators should be benchmarked and tracked over time to identify emerging issues. Communication measurements may include reach, understanding, behavior changes, and impact on business goals. Both quantitative and qualitative methods can be used.
Integrating and Adapting Social & Behavior Change The Why, the What and the H...CORE Group
This document discusses aligning health programming using behavioral outcomes to improve impact and coordination. It argues that intervention-driven programming can dilute impact by creating silos and lack of shared accountability. A behavior-centered approach focuses investments on integrated strategies to change key behaviors that drive issues like maternal and child mortality, such as seeking care for pneumonia or using modern contraceptives. This approach must be applied at all levels from donor portfolios to implementing partner projects. It promises increased coordination, shared accountability, and adaptive management among implementing partners.
Ellig Gpra And Use Of Performance Info April 2009Mercatus Center
The Government Performance and Results Act of 1993 aimed to improve the availability and use of performance information in government agencies. This study found that higher quality agency performance reports, as measured by the Mercatus Center Scorecard, were correlated with more federal managers reporting the availability of outcome, output, and efficiency measures. Higher quality reports were also linked to greater reported use of performance information for resource allocation, priority-setting, and other purposes. However, the availability and use of performance measures varied depending on the type of programs agencies administered, such as those involving grants, regulation, or research.
Este documento lista varios libros, asociaciones y eventos relacionados con la inteligencia artificial. Incluye títulos de libros disponibles en formato PDF y en bibliotecas, así como descripciones breves de la Asociación Española para la Inteligencia Artificial, la Sociedad Iberoamericana de Inteligencia Artificial y la Sociedad Mexicana de Inteligencia Artificial. También anuncia el Congreso Internacional sobre Inteligencia Artificial y Derecho que se celebrará en Barcelona en noviembre de 2014.
The document outlines a 7-step issues management process: 1) Monitoring the business environment to identify potential issues, 2) Identifying emerging issues, 3) Prioritizing issues based on their potential impact, 4) Analyzing priority issues in detail, 5) Deciding on a strategic response and communication plan, 6) Implementing approved policies and programs, and 7) Evaluating results to determine future strategies. The process is meant to help companies proactively address issues that could impact their business, reputation, or freedom of action.
Running a successful Communications Audit by One clear MessageRichard Riche
Business evolves over time as do stakeholders, audiences and communication channels. A Communications Audit can help your organisation become a better communicator.
Improving Patient Centered Care Through Rapid Cycle ChangeRosa West
The document discusses improving person-centered care through rapid cycle process improvement. It recommends understanding the customer perspective, selecting an influential change leader, focusing on key problems, seeking outside ideas, and pilot testing changes. The document provides process improvement principles and tools to assess current processes, collect data, set targets, pilot test changes, and conduct plan-do-study-act cycles to continuously improve care and address common concerns about change.
The document discusses managerial decision making and different models for decision making processes. It describes programmed and non-programmed decisions and outlines the classical, administrative, and incremental models. It provides a 7 step process for decision making: 1) identifying opportunities and problems, 2) setting objectives, 3) generating alternatives, 4) evaluating alternatives, 5) reaching a decision, 6) implementation strategies, and 7) monitoring and evaluating. Key aspects of evaluating alternatives and effective implementation are also covered.
The document discusses performance measures in behavioral health. It defines performance measures as indicators chosen to monitor an organization's success, stagnation, and areas for improvement. The objectives are to assess relevant indicators for an organization and explore performance measures in behavioral health services to monitor services and facilitate improvement. Key points are that indicators should be quantifiable, relevant, meaningful, and based on available data in order to effectively track an organization's progress toward its goals.
This document discusses marketing research objectives for understanding customer expectations and perceptions of services. Some common objectives include identifying dissatisfied customers, discovering customer requirements, monitoring service performance, and assessing gaps between customer expectations and perceptions. Effective research programs include both qualitative and quantitative research, measure perceptions and expectations, and occur with appropriate frequency. Various research methods are described, such as customer complaint solicitation, relationship surveys, mystery shopping, and focus groups. Finally, the document outlines the stages of the research process and ways to analyze findings using importance/performance matrices and zones of tolerance.
This document provides a preliminary report on Citizen's Energy Group's 2008 Baldrige assessment. It summarizes the assessment process, report format, and key themes identified in the assessment. The key themes included strengths in team focus, process focus, leadership development, and community focus. Opportunities for improvement included better connecting strategic planning to departmental planning and keeping processes current with business needs. The report also provided overviews and observations on each Baldrige criteria category.
This document describes a governance assessment tool for organizations to evaluate their leadership, operations, and performance. The tool involves assessments of boards of trustees, management teams, and executive staff using modules related to governance, finance, strategy, quality, and staff relations. It provides self-directed and facilitator-led assessment methods, as well as analysis, reporting, and recommendations to identify strengths, vulnerabilities, and areas for improvement. The goal is to support discussion of priorities, progress toward goals, and continuous development.
The document outlines outcomes and strategies for using data to manage results. It discusses three key steps agencies can take: 1) Clarify assumptions made in original proposals, 2) Identify course corrections needed based on data insights, and 3) Analyze the broad implications of learnings. The goal is for agencies to develop compelling re-applications that demonstrate how they are applying learnings to improve projects and achieve stronger results.
A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. It can handle large amounts of data from different sources, provide flexible reporting and presentations, and perform complex analysis and comparisons using advanced software. DSSs serve management, operations, and planning levels of an organization by supporting activities like sensitivity analysis, "what-if" analysis, and goal-seeking analysis to evaluate alternative decisions and help choose the best option. The example described is a DSS used at RUKMANI BAJAJ in Indore to help the CEO and management make informed decisions.
This document summarizes the results of a survey of 145 school professionals regarding their implementation of professional learning communities (PLCs). It finds that schools with high measurable student impact more frequently use technology to track assessment data, provide ongoing PLC-related professional development and coaching, regularly review and use assessment data to identify student needs and plan interventions, and have principals meet regularly with teams. The most difficult PLC components for all respondents to implement were interventions, common formative assessments, and analyzing assessment results student-by-student.
This document discusses how and when to measure the effectiveness of internal communications within an organization. It recommends measuring communications annually through surveys, before and after specific communication campaigns, and periodically to track approaches over time. The document outlines what aspects of communication to measure, such as awareness, attitudes, behaviors, functional aspects of messages, and impact on business goals. It also discusses how to isolate the impact of communication from other variables and calculate the financial value of effective communication. Qualitative and quantitative techniques are described for measurement.
Elaine Strathern is a Compliance Assurance Advisor with over 18 years of experience in the insurance industry. She has a proven track record of developing and executing compliance monitoring plans, performing reviews to assess controls, and drafting recommendations to remediate issues. Elaine is skilled in report writing, data analysis, and stakeholder management. She is passionate about ensuring great customer outcomes while supporting business goals.
This document discusses the policy evaluation process. It begins by defining policy evaluation as determining the effectiveness and efficiency of government policies and identifying areas for change and improvement. It then outlines the main stages of the policy process and lists four standards for conducting policy evaluations: utility, feasibility, propriety, and accuracy. The two main types of evaluation are formative and summative. Formative evaluation aims to improve a project during implementation while summative evaluation assesses outcomes. The key steps in the policy evaluation process are defined as: defining purpose and scope, specifying the evaluation design, creating a data collection plan, collecting and analyzing data, drawing conclusions, and providing feedback for improvement.
The document discusses best practices for conducting effective employee surveys. It notes that surveys should be linked to business strategy, collect focused data, and analyze results to identify key drivers and linkages to organizational outcomes. Most importantly, surveys require utilization of results through action planning and accountability, communication of actions taken, and follow up to ensure improvements are ongoing. When done properly, surveys can provide value by assessing engagement, predicting change readiness, and building ownership of outcomes, but common pitfalls include unclear objectives and lack of follow through.
This document outlines the process for conducting a communications audit and developing a communications strategy. It discusses how communications audits can help organizations understand what communication efforts are working well and where there are opportunities for improvement. A 10-step process is provided for conducting a thorough audit, including collecting past communications, surveying internal and external stakeholders, analyzing media coverage, and conducting a SWOT analysis. The goal is to use audit findings to inform the creation of a detailed strategic communications plan.
Internal communication surveys are conducted yearly and may include additional questions to provide insights into communication effectiveness. It is important to measure awareness, attitudes, and knowledge before and after major communication efforts and initiatives to assess their impact. Regular measurement helps communicators understand shifting attitudes over time and tailor messages appropriately. Specific events can also be measured through temperature checks and pulse surveys to collect feedback. Key performance indicators should be benchmarked and tracked over time to identify emerging issues. Communication measurements may include reach, understanding, behavior changes, and impact on business goals. Both quantitative and qualitative methods can be used.
Integrating and Adapting Social & Behavior Change The Why, the What and the H...CORE Group
This document discusses aligning health programming using behavioral outcomes to improve impact and coordination. It argues that intervention-driven programming can dilute impact by creating silos and lack of shared accountability. A behavior-centered approach focuses investments on integrated strategies to change key behaviors that drive issues like maternal and child mortality, such as seeking care for pneumonia or using modern contraceptives. This approach must be applied at all levels from donor portfolios to implementing partner projects. It promises increased coordination, shared accountability, and adaptive management among implementing partners.
Ellig Gpra And Use Of Performance Info April 2009Mercatus Center
The Government Performance and Results Act of 1993 aimed to improve the availability and use of performance information in government agencies. This study found that higher quality agency performance reports, as measured by the Mercatus Center Scorecard, were correlated with more federal managers reporting the availability of outcome, output, and efficiency measures. Higher quality reports were also linked to greater reported use of performance information for resource allocation, priority-setting, and other purposes. However, the availability and use of performance measures varied depending on the type of programs agencies administered, such as those involving grants, regulation, or research.
Este documento lista varios libros, asociaciones y eventos relacionados con la inteligencia artificial. Incluye títulos de libros disponibles en formato PDF y en bibliotecas, así como descripciones breves de la Asociación Española para la Inteligencia Artificial, la Sociedad Iberoamericana de Inteligencia Artificial y la Sociedad Mexicana de Inteligencia Artificial. También anuncia el Congreso Internacional sobre Inteligencia Artificial y Derecho que se celebrará en Barcelona en noviembre de 2014.
This document defines and discusses Generation C, people born between 1984-1996 who like to create and share content online. It presents information about Generation C's defining characteristics of growing up with technology and using it to communicate, collaborate, and create on social media. The document also includes agreements that this generation is advantaged by technology, and disagreements that excessive technology can hinder communication and job creation. An example of a company that effectively targets Generation C is Apple through innovative products and powerful online presentations.
El documento describe varios casos de colusión en Chile y Colombia. En Chile, CMPC y SCA acordaron controlar el 100% del mercado de papel eliminando a la competencia y ocultando pruebas de su acuerdo, lo que llevó a un enriquecimiento ilícito. En Colombia, hubo colusión en los mercados de pañales, cacao y licitaciones públicas, resultando en multas a empresas como Casa Luker. La colusión se considera un delito en Colombia.
This document discusses soil salinity. It defines salinity as the saltiness or soluble salt content of soil or water. There are two main types of salinity: water salinity and soil salinity. Water salinity is measured in parts per thousand and can be measured using conductivity or a refractometer. Soil salinity is the amount of salts in the soil and is measured using a conductivity meter. High soil salinity can be caused by geological layers, sea salt, irrigation, or salt-groundwater and affects crop yields. Treatments for soil salinity include hydrological approaches, physical reclamation, chemical additions, and biological or saline agriculture methods.
IMG Live – NFL Sunday Ticket Marketing Plan – Indiana UniversityGiuseppe Caputo
The marketing plan aims to promote NFL Sunday Ticket streaming service to sports fans at Indiana University. Key objectives are to spread awareness that the service can be streamed without cable, get students to sign up, and have them interact with the product. The target markets are fraternities, freshman males in dorms, and males in off-campus apartments. The plan details strengths like price and devices supported, as well as threats from competitors. It outlines a distribution strategy using social media, events, and premiums like sunglasses and phone wallets. The calendar starts with training and continues promotion at move-in days, tailgates and fraternity rush.
DevOps is a cultural and professional movement that aims to build a culture of increased work flow, fast feedback loops, and continuous improvement. The top 10 DevOps values are: 1) Culture of empowerment, shared responsibility, cross-functional teams, shared success, and learning; 2) Communication and collaboration across teams; 3) Trust between teams; 4) Decreasing silos between departments; 5) Fast feedback loops at all stages; 6) Systems thinking to improve the entire system; 7) Applying Lean principles to eliminate waste and optimize processes; 8) Automating repetitive tasks; 9) Measuring everything as often as possible; and 10) Promoting continuous improvement through learning and knowledge sharing.
This document provides an overview of the basics of nutrition and its application to livestock. It discusses the principles of digestion, including the digestive systems and processes of ruminants like cattle, monogastrics like pigs and horses, and avians. The major nutrients of protein, energy, minerals, and vitamins are examined. Feed types of roughages, concentrates, trace elements, and additives are outlined. The conclusion discusses formulating balanced rations based on an animal's requirements and available nutrients according to scientific principles and guidelines.
You will learn:
-The different types of consumer psychology principles
-How to incorporate those principles into your marketing programs
How consumer psychology principles can assist your customer in their journey
-How marketers benefit from facilitating successful conversations
By Marketo
Business ethics are important for companies to follow. Unethical behavior can negatively impact a business in the long run. Satyam Computer Services saw significant losses after its founder admitted to an accounting fraud of over 7 billion rupees by inflating finances, faking employees, and siphoning money. The scandal had wide-ranging effects and left an uncertain future for the company.
Docker 간단 개념 / Docker 를 이용한 MSA 기반의 Spring Boot 프로젝트 - DSmentoring 정다운다운 정
Docker 간단 개념 / Docker 를 이용한 MSA 기반의 Spring Boot 프로젝트 - DSmentoring 정다운
참고자료와 학습을 토대로 디자인부터 구성까지 정말 열심히 만든 저의 소중한 자료입니다.
공식적으로 사용하실 때 연락주시고 사용하셨으면 좋겠습니다.
문의사항은 댓글에 남겨주세요 :D ♥
Lecture 4 quality performance measurement tools and techniquesTantish QS, UTM
This document discusses quality performance measurement techniques. It defines performance measurement and explains that it is an important part of Total Quality Management programs. Performance measures help managers know when and where to implement changes by providing appropriate information. The document outlines some challenges with traditional performance measurement systems and recommends developing new measures that align with TQM principles like customer focus, continuous improvement, and cross-functional teamwork. It also discusses characteristics of effective performance measurement systems and categories of performance measures. Overall, the document emphasizes that performance measurement provides valuable information for understanding processes, making decisions, and driving improvements.
The document presents a conceptual model for performance measurement systems (PMS) with the following key points:
1) It outlines the main stages in developing and maintaining an effective PMS: design, implementation, use, review, and learning.
2) Within each stage, it provides recommendations from literature on important actions organizations should take, such as aligning the PMS with strategy, defining appropriate measures, and systematically reviewing results.
3) A conceptual model is proposed to guide organizations through the PMS process, listing actions for each stage to prevent critical steps from being missed.
4) The goal is for the conceptual model and literature review to facilitate both creating and improving an organization's PMS over time
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
Strategy review, evaluation, and controlAaqib Sarwar
The document discusses strategy evaluation and control. It provides guidelines for evaluating strategies, including consistency, consonance, feasibility, and competitive advantage. It also discusses measuring organizational performance, taking corrective actions, and characteristics of an effective evaluation system. Contingency planning is important in case key events do not occur as expected. Strategy evaluation is an ongoing process that ensures objectives are being achieved and allows companies to adapt to changing environments.
Successful organizations are constantly monitoring, evaluating, and improving based off of their successes and failures. Learn how to design your own monitoring and evaluation program with this deck from WAN, and learn more on our free Strategic Advocacy Course, available at: http://worldanimal.net/our-programs/strategic-advocacy-course-new/about
The document discusses various concepts and frameworks that can help with strategic planning, including:
- SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats
- TOWS matrix to develop strategies by matching strengths/weaknesses with opportunities/threats
- PEST analysis to evaluate political, economic, social, and technological factors in the macro environment
- Porter's five forces to analyze competitive forces in an industry
- Boston matrix to evaluate product life cycles and allocate resources accordingly
Strategic evaluation and control is one of the last processes to carryout Strategic management hence its necessary to engage in detail the processes of Strategic Management
Strategic control involves guiding organizational strategy as it is implemented and making adjustments if needed. It focuses on achieving future goals rather than past performance. There are several types of strategic control, including premise control, which checks if the assumptions a strategy is based on are still valid, and implementation control, which assesses if the strategy should change based on incremental actions. Strategic control techniques involve environmental scanning, reviews, and analyzing factors like premises, milestones, and issues that could impact the strategy. The process of strategic control determines what to monitor, sets standards, measures performance, compares performance to standards, identifies deviations, and takes corrective actions.
The document discusses performance measurement for homeless services. It defines performance measurement and outlines ingredients for successful implementation, including establishing strategic objectives and metrics. It notes challenges like pressure on staff to lie about data and discomfort with data analysis. Approaches discussed include prioritizing clients, tracking outcomes over just outputs, and coordinating measurement across service sectors rather than just programs.
The document discusses strategic formulation and execution. It emphasizes that while well-formulated strategies are important, most strategies fail due to poor execution. Effective strategy evaluation is critical and includes reviewing strategy foundations, comparing actual and expected results, and taking corrective actions. Strategy evaluation allows organizations to adapt to changing environments and ensure strategic goals are met.
This document provides an overview of concepts related to strategic planning and project management. It discusses topics such as SWOT analysis, the TOWS matrix, PEST analysis, Porter's five forces, the value chain, product lifecycles, the Boston matrix, and measurement frameworks like the balanced scorecard. It also outlines keys to successful strategic planning like goal setting, implementation, communication, and evaluation. For project management, it describes processes, the process chain, and risk analysis. The document is intended to help organizations develop strategic plans and manage projects effectively.
This document discusses strategy evaluation and control. It defines strategy evaluation as examining strategy bases, comparing expected vs. actual results, and taking corrective actions. Effective evaluation provides timely feedback and measures performance against objectives. The document outlines criteria for evaluating strategies, including consistency, consonance, feasibility, and competitive advantage. It also discusses measuring performance, taking corrective actions, overcoming resistance to change, and characteristics of an effective evaluation system.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
The document discusses key concepts in performance measurement and strategic information management. It emphasizes that consistent, accurate data across business areas provides real-time information to evaluate processes, products and services to meet objectives and customer needs. It also discusses leading practices like developing performance indicators reflecting customer needs, using comparative data to improve, and involving all employees in measurement activities.
Lessons from the US Perfromance Management System by Donald MoynihanOECD Governance
Presentation by Donald Moynihan at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Just a quick deck that was part of a Strategy assignment for a non-profit. Will post the Case Study, hopefully later this week, after I hear back from the client.
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VC Football Prayer Service Pre Semi Final Game Nov 2010Ryan Williams
This document appears to be a collection of inspirational quotes and passages related to teamwork, faith, and perseverance in pursuit of a goal. It includes biblical verses from Luke, 1 Corinthians, and Psalm 23, as well as phrases about coming together as a team to encourage each other, prepare, and run through competition with Irish pride to take a leap of faith toward a clear goal.
Twu using social media in your communication strategies june 17 2009Ryan Williams
This document summarizes Ryan Williams' presentation on using social media. Some key points:
- Social media enables conversations and community building through platforms like Twitter, blogs, and internal social networks.
- Companies are using social media for collaboration, engagement, and involvement in change processes. For example, Blue Shirt Nation is a community of 20,000 Best Buy employees who share knowledge online.
- Speakers discussed opportunities with social media like finding information, conversations, networking, sharing ideas, and strengthening relationships.
- Tracking and measurement tools for social media usage were presented, as well as challenges of integrating social media into traditional organizational cultures.
Employee survey process achieving leadership results ryan williams oct 2007Ryan Williams
This document discusses achieving leadership results through employee surveys. It begins by defining transformational leadership as the most effective approach for sustainable organizational results. Transformational leaders listen to followers and seek to understand their point of view. Organizational surveys can achieve broad feedback and enhance transformational leadership when they enable local decision making and gain support for change. The conclusion is that surveys may act as a change agent and focus employees on evaluation, setting the context for change when follow up occurs.
Ryan williams hot topic (m8) session on monday, 7 june at 1115 a.m. to 1230 pmRyan Williams
The document summarizes a presentation about how the role of communicators is changing and the skills needed for the future. It discusses how measurement is shifting from outputs to outcomes and evaluation. It provides an example case study of how communication planning helped rebrand an organization. The presentation argues communicators need to integrate evaluation into their work to demonstrate impact and prepare for an evolving profession.
Leveraging Your Relationship To Grow Your Business Dcc Jan 20 10Ryan Williams
This presentation was aimed at small business in Delta British Columbia. It is an introduction to social media. Many of the slides are the back drop to a story and my not be in context on there own.
TWU Using Social Media In Your Communication Strategies June 17 2009Ryan Williams
This was an introduction to social media prepared for the Trinity Western University Alumni luncheon June 17, 2009. Examples, trends and how my small business has benefited.
Employee surveys are an important communication tool that can provide valuable feedback and inform improvement efforts. They allow employees to voice their perspectives anonymously and feel heard. High performing companies regularly conduct surveys to gather input and make informed decisions. It is important that organizations follow through on the results with tangible actions, progress updates, and continued dialogue so employees feel their participation made a real impact. Publicly demonstrating steps taken to address issues builds trust and satisfaction.
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7. What role will this measurement play? Integral part of the enterprise business cycle Specific project-based measurement Support for Balanced Scorecard One-off opportunity
8. Align and Focus your CommunicationWith Measurement X Annual Check Up Pulse Check Full Monty Physical Planning For Change Adjusting the Plan Evaluate Success
24. Anyone conducting an organizational survey should appreciate that the very act of surveying itself influences attitudes (Walters, 2002).
25. Use caution With raised expectations, the importance of action exceeds that of the feedback itself Kraut, 2006
26. Measurement Strategy Top Tips for Measurement Link to organizational strategy Measure strategically – communication, loyalty, change Focus process on the future Measure often to track change Always explain what and why you are measuring with the people you involve Ask questions that matter and which yield actionable data 13
27. Questions? Ryan Williams, MAL President – TWI Surveys Inc www.twisurveys.com On twitter @willy26 604-838-3351