A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
Human Factors in Project Management Session 4 motivation issue 1Ian Cammack
This document discusses various theories of motivation including:
1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization.
2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors.
3. McClelland's theory on achievement, power, and affiliation needs.
4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
The document discusses various theories and approaches to leadership including trait, behavioral, contingency, and transformational theories. It defines key leadership concepts like the differences between managers and leaders. The document also outlines important competencies of effective leaders such as self-awareness, social skills, and the ability to influence and motivate others.
Mba 592 presentation communication and team dynamics in the workplaceColleen Carey
This document summarizes a presentation on communication and team dynamics in the workplace. It discusses key topics like employee engagement, emotional intelligence, and effective team characteristics. Regarding employee engagement, the presentation notes that Gallup polls show stagnant engagement levels since 2000, with only 32% of employees engaged. It also identifies trends in engagement like appreciation, individual needs, praise and feedback. For effective teams, characteristics discussed include a healthy mix of introverts and extroverts, participative decision making, shared goals, strong leadership and open communication. Challenges to teams include a lack of trust, conflict and silos.
This document provides an overview and requirements for BUS 119 Week 3. It outlines that students should read chapters 6, 7, and 8; complete two discussion posts and respond to two classmates; and take a quiz by certain deadlines. It also notes they should begin researching for a final assignment. The document defines key terms and concepts from the readings, including leadership skills, creating a vision, and constructive climate. Recommended readings, viewings, and resources are also included.
A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
Human Factors in Project Management Session 4 motivation issue 1Ian Cammack
This document discusses various theories of motivation including:
1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization.
2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors.
3. McClelland's theory on achievement, power, and affiliation needs.
4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
The document discusses various theories and approaches to leadership including trait, behavioral, contingency, and transformational theories. It defines key leadership concepts like the differences between managers and leaders. The document also outlines important competencies of effective leaders such as self-awareness, social skills, and the ability to influence and motivate others.
Mba 592 presentation communication and team dynamics in the workplaceColleen Carey
This document summarizes a presentation on communication and team dynamics in the workplace. It discusses key topics like employee engagement, emotional intelligence, and effective team characteristics. Regarding employee engagement, the presentation notes that Gallup polls show stagnant engagement levels since 2000, with only 32% of employees engaged. It also identifies trends in engagement like appreciation, individual needs, praise and feedback. For effective teams, characteristics discussed include a healthy mix of introverts and extroverts, participative decision making, shared goals, strong leadership and open communication. Challenges to teams include a lack of trust, conflict and silos.
This document provides an overview and requirements for BUS 119 Week 3. It outlines that students should read chapters 6, 7, and 8; complete two discussion posts and respond to two classmates; and take a quiz by certain deadlines. It also notes they should begin researching for a final assignment. The document defines key terms and concepts from the readings, including leadership skills, creating a vision, and constructive climate. Recommended readings, viewings, and resources are also included.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
The document discusses leadership traits and levels of leadership. It identifies character traits associated with effective leadership such as drive, honesty, self-confidence, and intelligence. It also outlines four levels of leadership: (1) trustworthiness at the personal level, (2) trust at the interpersonal level, (3) empowerment at the managerial level, and (4) alignment at the organizational level. Finally, it emphasizes the importance of being principle-centered rather than value-driven to achieve long-term effectiveness and success as a leader.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
The document discusses how to structure a cohesive work team. It identifies three key components for creating a cohesive work team: personality composition, group diversity, and leadership roles. Personality composition involves considering members' personalities and how they compatibility. Group diversity looks at cognitive diversity and differences in norms and beliefs. Leadership roles examines effective leadership strategies within teams. By addressing these three components, the document argues a cohesive work team can be created to achieve successful results.
3 Reasons why Your Leadership Sucks! and how to improve it.Mike Cardus
Leaders have a limited idea of how to improve their team leadership skills. This workshop highlights 3 areas for leaders to do more than engage their teams in tasks. 3 steps to empower those who lead teams, as well as those who are not in the position of leader to determine ways to internally motivate those they lead.
This presentation addresses the following:
-Meaning of Motivation and Leadership
-Key Features of Motivational Leaders
-Providing Motivational Leadership using Specific
-Motivational Theories
-How to Practice Motivational Leadership
A leader inspires followers to accomplish goals by developing their skills and overcoming obstacles. Leadership is influencing others' behavior to achieve objectives through motivation and guidance. Effective leadership qualities include the ability to communicate, solve problems, and adapt to change while maintaining integrity, responsibility, and knowledge. Leaders can develop these qualities by improving communication, organizing work, recognizing efforts, and encouraging teamwork and progress.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
MGT 312 RANK Lessons in Excellence / mgt312rank.comkopiko42
FOR MORE CLASSES VISIT
www.mgt312rank.com
MGT 312 Week 1 Organizational Behavior in the Workplace
MGT 312 Week 2 Diversity and Personality at Work
MGT 312 Week 2 Big Five Personality Types
This document discusses various theories and approaches to leadership and motivation. It examines the differences between managers and leaders, sources of power, and behavioral theories of leadership. The document also covers need-based, process, and behavioral approaches to motivation, as well as situational theories of leadership including Fiedler's contingency theory, path-goal theory, substitutes for leadership theory, and the Hersey-Blanchard situational leadership model.
The document outlines an educational leadership model with five key elements: educational leadership, school context, four Māori leadership qualities (manaakitanga, pono, ako, and awhinatanga), leading change and problem solving, and five interconnected areas of practice (culture, pedagogy, systems, partnerships, and networks). Effective educational leaders are responsible for improving student outcomes, creating effective teaching conditions, exploring technology, developing learning communities, and building internal and external networks. The four Māori qualities - caring, integrity, learning, and supporting others - are essential for focused educational leaders.
This is a power point presentation I made at the RV College of Engineering to pre-final year students. The Program is meant students as leaders for the corporate world.
This document outlines Damon Ware's leadership journey through the CSU-Global curriculum. It discusses key concepts in leadership including definitions of leadership, common leadership styles, the importance of ethics and trust, and factors that influence leadership development like organizational culture and stakeholder engagement. The conclusion emphasizes the importance of consistently evaluating and learning from experiences to improve as a leader.
The document discusses the characteristics and roles of effective leaders. It provides traits like personality, emotional intelligence, cognitive abilities, and leadership motives that make someone a great leader. Key leadership roles include coach, team builder, strategic planner, and entrepreneur. The case study is about a club director who needs to empower employees, improve customer service, and get staff more involved to increase efficiency and satisfaction.
This document discusses different leadership theories including trait theory, behavioral theory, contingency theory, and contemporary theory. It focuses on trait theory, outlining the basic assumptions, limitations, and principles. Trait theory proposes that leadership is determined by a person's inherent qualities and traits. However, no universal traits have been proven to predict leadership in all situations. The document also discusses the traits of the historical Indonesian leader Gajah Mada and what can be learned from trait theory about vision, development, mentoring, and motivating change.
This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
The document defines organizational behavior (OB) as the multidisciplinary field that seeks to understand individual, group, and organizational processes in organizational settings. It summarizes that OB applies the scientific method to practical managerial problems, focuses on three levels of analysis (individual, group, organizational), is multidisciplinary in nature, seeks to improve organizational effectiveness and quality of life at work, and is more than just common sense. It also lists psychology, sociology, social psychology, anthropology, and political science as contributing disciplines to OB.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
The document discusses leadership traits and levels of leadership. It identifies character traits associated with effective leadership such as drive, honesty, self-confidence, and intelligence. It also outlines four levels of leadership: (1) trustworthiness at the personal level, (2) trust at the interpersonal level, (3) empowerment at the managerial level, and (4) alignment at the organizational level. Finally, it emphasizes the importance of being principle-centered rather than value-driven to achieve long-term effectiveness and success as a leader.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
The document discusses how to structure a cohesive work team. It identifies three key components for creating a cohesive work team: personality composition, group diversity, and leadership roles. Personality composition involves considering members' personalities and how they compatibility. Group diversity looks at cognitive diversity and differences in norms and beliefs. Leadership roles examines effective leadership strategies within teams. By addressing these three components, the document argues a cohesive work team can be created to achieve successful results.
3 Reasons why Your Leadership Sucks! and how to improve it.Mike Cardus
Leaders have a limited idea of how to improve their team leadership skills. This workshop highlights 3 areas for leaders to do more than engage their teams in tasks. 3 steps to empower those who lead teams, as well as those who are not in the position of leader to determine ways to internally motivate those they lead.
This presentation addresses the following:
-Meaning of Motivation and Leadership
-Key Features of Motivational Leaders
-Providing Motivational Leadership using Specific
-Motivational Theories
-How to Practice Motivational Leadership
A leader inspires followers to accomplish goals by developing their skills and overcoming obstacles. Leadership is influencing others' behavior to achieve objectives through motivation and guidance. Effective leadership qualities include the ability to communicate, solve problems, and adapt to change while maintaining integrity, responsibility, and knowledge. Leaders can develop these qualities by improving communication, organizing work, recognizing efforts, and encouraging teamwork and progress.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
MGT 312 RANK Lessons in Excellence / mgt312rank.comkopiko42
FOR MORE CLASSES VISIT
www.mgt312rank.com
MGT 312 Week 1 Organizational Behavior in the Workplace
MGT 312 Week 2 Diversity and Personality at Work
MGT 312 Week 2 Big Five Personality Types
This document discusses various theories and approaches to leadership and motivation. It examines the differences between managers and leaders, sources of power, and behavioral theories of leadership. The document also covers need-based, process, and behavioral approaches to motivation, as well as situational theories of leadership including Fiedler's contingency theory, path-goal theory, substitutes for leadership theory, and the Hersey-Blanchard situational leadership model.
The document outlines an educational leadership model with five key elements: educational leadership, school context, four Māori leadership qualities (manaakitanga, pono, ako, and awhinatanga), leading change and problem solving, and five interconnected areas of practice (culture, pedagogy, systems, partnerships, and networks). Effective educational leaders are responsible for improving student outcomes, creating effective teaching conditions, exploring technology, developing learning communities, and building internal and external networks. The four Māori qualities - caring, integrity, learning, and supporting others - are essential for focused educational leaders.
This is a power point presentation I made at the RV College of Engineering to pre-final year students. The Program is meant students as leaders for the corporate world.
This document outlines Damon Ware's leadership journey through the CSU-Global curriculum. It discusses key concepts in leadership including definitions of leadership, common leadership styles, the importance of ethics and trust, and factors that influence leadership development like organizational culture and stakeholder engagement. The conclusion emphasizes the importance of consistently evaluating and learning from experiences to improve as a leader.
The document discusses the characteristics and roles of effective leaders. It provides traits like personality, emotional intelligence, cognitive abilities, and leadership motives that make someone a great leader. Key leadership roles include coach, team builder, strategic planner, and entrepreneur. The case study is about a club director who needs to empower employees, improve customer service, and get staff more involved to increase efficiency and satisfaction.
This document discusses different leadership theories including trait theory, behavioral theory, contingency theory, and contemporary theory. It focuses on trait theory, outlining the basic assumptions, limitations, and principles. Trait theory proposes that leadership is determined by a person's inherent qualities and traits. However, no universal traits have been proven to predict leadership in all situations. The document also discusses the traits of the historical Indonesian leader Gajah Mada and what can be learned from trait theory about vision, development, mentoring, and motivating change.
This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
The document defines organizational behavior (OB) as the multidisciplinary field that seeks to understand individual, group, and organizational processes in organizational settings. It summarizes that OB applies the scientific method to practical managerial problems, focuses on three levels of analysis (individual, group, organizational), is multidisciplinary in nature, seeks to improve organizational effectiveness and quality of life at work, and is more than just common sense. It also lists psychology, sociology, social psychology, anthropology, and political science as contributing disciplines to OB.
Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
This document discusses factors that make international negotiations more complex than domestic negotiations. It covers two overall contexts that influence international negotiations: environmental context and immediate context. Environmental context includes factors outside of negotiators' control like politics, economics, culture and external stakeholders. Immediate context includes factors negotiators have some influence over like relative bargaining power and desired outcomes. The document also discusses cultural dimensions from Hofstede's model and their impact on negotiation processes and strategies. Effective cross-cultural negotiation requires understanding one's own and other cultures at both general and specific relationship levels.
international and cross-culture NegotiationDreams Design
The document discusses factors that make international negotiations different from domestic negotiations. It describes two contexts that influence international negotiations: the environmental context and immediate context. The environmental context includes factors outside negotiators' control like political/legal pluralism and culture. The immediate context includes factors negotiators have some influence over like bargaining power and relationships. The document also examines how culture, such as individualism/collectivism and power distance, shapes negotiations between parties from different cultures. Finally, it proposes strategies for cross-cultural negotiations based on a negotiator's familiarity with the other party's culture.
The document provides an overview of cross-cultural negotiation. It discusses components of negotiation like strategies, processes, behaviors, and substance. It also examines individual negotiation styles like accommodating, avoiding, collaborating, competing, and compromising. Cultural differences that can impact negotiations are explored, including differences in language, nonverbal behaviors, values, and thinking processes. Specific negotiation tactics and tips are outlined. Finally, the document summarizes frameworks for understanding cultural differences like Hofstede's culture matrix and ways that culture can influence goals, communication styles, and approaches to agreements and risk.
Thinking is a key competency that is important but difficult. It involves internal dialogue and breaking down information in a variety of ways like analyzing, evaluating, applying, and creating. Teachers can help students learn thinking skills by modeling good thinking, explicitly teaching thinking strategies, and providing opportunities for practice and reflection. The classroom culture and interactions between teachers and students also influence whether thinking skills are adopted.
The document discusses how brain science relates to diversity and inclusion work. It explains that the brain prioritizes efficiency, we are not fully in control of our own thoughts and behaviors, and we are wired to respond more strongly to threats than rewards. It also discusses how the brain relies on categories and patterns which can lead to biases like stereotyping and confirmation bias. The document advocates integrating brain science into diversity training and focusing on relationships, communication, and addressing disparities.
This document provides an overview of key concepts in organizational behavior and managing diversity. It discusses what organizational behavior is, common research methods used to study it like surveys, field studies and case studies. It also outlines challenges organizations face with topics like a lack of employee engagement, technology changes, and ethics issues. Managing diversity is explored by defining diversity, outlining benefits like higher creativity, and challenges such as stereotypes and faultlines that can divide workgroups. Cultural diversity is also examined by comparing cultures on dimensions like individualism-collectivism and power distance.
This program explores how you can leverage EQ competencies to enhance performance and productivity in your organization.
Emotional Intelligence refers to a set of emotional and social skills and competencies that influence the way we perceive and express ourselves; develop and maintain social relationships; cope with challenges; and use the information in emotions in effective and meaningful ways.
This document provides guidance on training others to be qualitative researchers. It emphasizes that training involves facilitating learning rather than just transmitting information. Effective learning involves getting trainees' attention, sharing objectives and content in digestible chunks with exercises, and allowing practice with feedback. The goal is to leave trainees with principles and a cognitive map to apply qualitative research skills to their work and continue learning on their own.
This document summarizes a presentation on building trust given by neuroscientist Dario Nardi. It discusses what builds trust, including competence, ethics, predictability, shared interests and goals. It also describes Nardi's research examining how understanding and leveraging people's strengths or "genius" can improve performance and build trust. The research involves a simulation where some participants are given a model of strengths while others are not, and understanding strengths is found to lead to better outcomes. The document concludes that taking small actions each day to help others use their strengths can improve performance while building trust.
This document summarizes a presentation on building trust given by neuroscientist Dario Nardi. It discusses what builds trust, including competence, ethics, predictability, shared interests and goals. It also describes Nardi's research examining how understanding and leveraging people's strengths or "genius" can improve performance and build trust. The document outlines an experiment where some participants are given a model of strengths while others are not, and analyzes their brain activity and project outcomes. It advocates considering how to encourage people's flow states and leverage their genius to improve performance and build trust on a daily basis.
Chapter 6.thinking.learning http://www.cheapassignmenthelp.co.uk/Assignment Help
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Leadership requires developing both the mind and heart. Developing the mind involves questioning assumptions, thinking independently, and having a beginner's mindset. Developing the heart involves emotional intelligence, such as self-awareness, managing emotions, and empathy. While fear can motivate in the short term, leading with love provides a deeper motivation and allows people to perform at their best. True leadership development requires openness to improving both mental models and emotional skills over time.
Leadership in Organization - Organizational Leadershipacropolisinfotech
Organizational leadership deals with both human psychology as well as expert tactics. Organizations need strong leadership for optimum effectiveness.
By: Acropolis
Emotional Intelligence with Suzette ReyesJodi Rudick
This document provides an overview of emotional intelligence in the workplace presented by Suzette D. Reyes. It discusses assessing your own emotional intelligence through pre-webinar quizzes. The objectives are to assess emotional intelligence, understand the characteristics of emotional intelligence, and how to apply it in the workplace. There are four essential emotional intelligence competencies - self awareness, self management, social awareness, and relationship management. Maintaining caring team relationships through active listening is emphasized as a key goal.
This document discusses skills needed for 21st century learning and teaching. It explores how social and emotional skills are central to modern education. Characteristics of personalized learning are outlined, such as focusing on individual improvement rather than performance comparisons. The document also examines effective leadership and how to teach complex topics like the effects of puberty on development. Video, group work, and feedback are presented as ways to enhance learning.
The document discusses executive skills and strategies for developing them in children. It defines executive skills as brain-based skills required to perform tasks, noting they develop gradually. Two premises are that individuals have a mix of executive strengths and weaknesses, and the goal is to design interventions for weaknesses. Specific skills are defined and examples given. Strategies proposed for teaching skills include modifying tasks, using incentives, and gradually fading supports.
1) The document discusses principles of student motivation and engagement in reading. It outlines five key principles: meaning is motivating, learning is social, self-efficacy, interest/relevance, and control and choice.
2) Each principle is explained and examples are given of instructional practices that can help apply each principle, such as collaborative learning activities, choice in assignments, and connecting lessons to students' interests.
3) The importance of student motivation and reading engagement for achievement is discussed. Strategies are presented to help shift students from a performance to a mastery orientation in their learning.
The document provides instructions for creating a PowerPoint presentation about identifying one's ideal career. It involves completing 7 steps: 1) identifying values and goals, 2) special knowledge, 3) preferred work environments, 4) ideal working conditions, 5) desired responsibility level and salary, 6) preferred geographic location, and 7) career choice. Students are instructed to include title, intro, and closing slides and to add animations, clipart, and transitions. They should also print handouts. The document provides guidance and examples for completing each step.
1) The document discusses five principles of student engagement: meaning is motivating, learning is social, self-efficacy, interest/relevance, and control and choice.
2) It provides examples of strategies for applying each principle, such as making tasks relevant, using hands-on activities, collaborative learning, and giving students choice and ownership.
3) The importance of student engagement for reading achievement is highlighted, as engagement and intrinsic motivation are stronger predictors of success than external factors like home environment.
Creating Synergy Through Positive Culture and Powerful StructuresDiane Lauer
The document discusses creating synergy through positive culture and purposeful structures. It defines synergy as individuals being more successful or productive by working together, accomplishing things not possible alone. The objectives are to understand strategies to enhance relationships and develop leadership tools to accomplish goals. Various activities are outlined to help staff work together including sharing names and goals, thinking in pairs and groups, and checking assumptions. The importance of vision, strategy, coherence and synergy through relationships to achieve sustained achievement is discussed. Guidance is provided on articulating goals and mapping a plan to achieve them, with knowledge and skills specified. Ways to keep targets visible and provide differentiated professional development are also outlined.
Jay Cross experiential informal learning workshopJay Cross
The document summarizes an experiential workshop on informal learning facilitated by Jay Cross over four weeks. The workshop will have interactive video conversations to teach participants about informal learning and how to apply it within their organizations. It is aimed at decision-makers who want to accelerate learning and improve performance within their companies. The format will be flexible and personalized for each group of up to nine participants.
Howard Gardner's Multiple IntelligencesMavict Obar
Howard Gardner introduced the theory of multiple intelligences which identified 8-9 different types of intelligences that people possess. The document discusses each of these intelligences and provides teaching strategies to engage each type of intelligence. It also includes a multiple intelligence survey for participants to determine their dominant intelligence by scoring highest in specific sections that correspond to the different intelligences.
The document discusses the strategy and tactics of integrative negotiation. It describes integrative negotiation as focusing on common interests rather than positions, generating options for mutual gain, and finding solutions that satisfy all parties' needs. The key steps are to define problems mutually, understand each party's interests and needs, generate alternative solutions, and evaluate and select solutions based on objective criteria and mutual acceptability. Factors for success include having common objectives, commitment to collaboration over self-interest, trust, and clear communication.
This document provides an overview of key concepts from strategic planning and management literature. It discusses issue clarification, strategy patterns, Mintzberg's perspectives on strategic planning, focusing strategy, strategy mapping, learning organizations, and Miles and Snow's strategic typologies. The resource emphasizes that strategic thinking is more important than any particular planning approach and that alternatives should be evaluated prior to implementation.
This document discusses various theories and approaches to studying leadership. It begins by defining leadership as inspiring collective action for the common good. It then outlines different approaches to studying leadership, including trait, behavioral, contingency, and transformational approaches. The document contrasts the differences between leadership and management, noting that leadership focuses on influencing and changing behavior while management focuses on executing plans and managing resources. It discusses various leadership traits and behaviors identified in trait and behavioral theories. Finally, it outlines Fiedler's contingency theory of leadership, which proposes that effective leadership depends on matching a leader's style to the demands of the situation.
This document discusses influence, empowerment, and politics in organizations. It covers several topics:
1. Types of influence tactics including soft tactics like rational persuasion and hard tactics like pressure. It also discusses outcomes of influence like commitment, compliance, and resistance.
2. Sources of power in organizations including position power, personal power, and different bases of social power.
3. Empowerment and how sharing power with employees can increase their motivation and potential. Several models of empowerment are presented.
4. Organizational politics and how uncertainty can cause political behavior. Different levels of political action and types of political tactics are discussed.
The document discusses various models of communication including Aristotle's model, Laswell's model, Shannon-Weaver model, and Berlo's model. It also discusses barriers to communication such as personal barriers, physical barriers, and semantic barriers. Additionally, it covers topics like assertive communication styles, nonverbal communication, active listening, formal and informal communication channels, and managing email etiquette.
Strategic Planning - Scanning & VisioningJon R Wallace
The document discusses various concepts related to strategic planning and leadership including Porter's value chain, SWOT analysis, internal and external environmental scans, developing a vision and mission, and fostering shared organizational values. It provides examples and quotes from sources like Bryson, Drucker, and Gergen on topics such as visioning, change management, and teamwork. The overall document serves as a reference for key concepts, models, and frameworks that inform strategic planning and leadership.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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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.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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5. High U.S. Rankings?
#2 - Children Living
in Poverty
#1 – Percentage of
Citizens in Prison
#1 – The cost of
Healthcare
#1 – Self-centered
Individualism
10. Gardner – Changing Minds
1. Reason
2. Research
3. Resonance
4. Redescriptions:
5. Resources and
Rewards
6. Real World Events
7. Resistances
11. Peter Drucker
Companies today aren’t managing their employee’s careers;
knowledge workers must, effectively, be their own chief
executive officers. It’s up to you to carve out your place, to
know when to change course, and to keep yourself engaged
and productive during a work life that may span 50 years.
To do these things well, you’ll need to cultivate a deep
understanding of yourself—not only how you learn, [but]
how you work with others, what your values are, and where
you can make the greatest contribution. Because only when
you operate from strengths can you achieve true excellence.
12. What Employees Need to Suceed
1. I know what is expected of me at 7. At work, my opinions seem to
work. count.
2. I have the materials and equipment 8. The mission or purpose of my
I need to do my work right. company makes me feel my job is
3. At work, I have the opportunity to important.
do what I do best every day. 9. My associates or fellow
employees are committed to
4. In the last seven days, I have
doing quality work.
received recognition or praise for
doing good work. 10.I have a best friend at work.
5. My supervisor, or someone at work, 11.In the last six months, someone at
seems to care about me as a person. work has talked to me about my
progress.
6. There is someone at work who
12.This last year, I have had
encourages me development.
opportunities at work to learn
and grow.
Wagner, R & Harter, J.K. (2006). 12: the elements of great managing. New York, NY. Gallup Press
13. Gardner Again
Disciplined Mind
Synthesizing Mind
Creative Mind
Respectful Mind
Ethical Mind
14. Suggestions?
Spend more money Teach practical
educating the future applications (critical
than you do on thinking, conflict
prisons and management, budgeti
prisoners. ng).
Test for skills, Eliminate
passions, and standardized testing
interests earlier in and teaching.
elementary school. Experiential learning.
Sir Kenneth Robinson (Liverpool, 4 March 1950) is an English author, speaker, and international advisor on education in the arts to government, non-profits, education, and arts bodies. He was Director of The Arts in Schools Project (1985–89), Professor of Arts Education at the University of Warwick (1989–2001), and was knighted in 2003 for services to education. Source: http://en.wikipedia.org/wiki/Ken_Robinson_%28British_author%29Video link: http://youtu.be/zDZFcDGpL4U
We’ve lost teaching children what it means to be productive in society. Before the industrial revolution you had multiple generations living in the same household, where everyone had to be productive for economic survival and growth. After the industrial revolution, and even more so after the growth of the service economy, children don’t see what their parents do all day to earn a living, and one day a year is not sufficient. In order to meet that economic model, we changed the school day so that both parents could work. As a society then we foisted developing an understanding of morals, of work ethic, of productivity of on schools, limited what they can do, and then required them to do things that don’t lead to learning.
In comparison to other developed nations, the U.S. does rank high in these categories.http://www.unicef-irc.org/publications/pdf/rc10_eng.pdfhttp://www.edutube.org/interactive/prison-population-capitahttp://www.guardian.co.uk/news/datablog/2012/jun/30/healthcare-spending-world-countryhttp://geert-hofstede.com/united-states.html
Unfortunately what the one size fits all teach for mandated testing culture creates students who only gain enough knowledge to remember it for the test on Friday, and by Monday they can’t remember it because they’ve never learned how to apply theory to real life. We don’t teach that.
Howard Gardner is an American developmental psychologist who is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education at Harvard University, Senior Director of Harvard Project Zero and author of over twenty books translated into thirty languages.Andrew Martin fromUofM says: This topic has become especially relevant in our class and in society as a whole as it relates to the governmental policy of No Child Left Behind (NCLB). With its focus on testing and assessment in a limited area of skills, NCLB forces people to narrow their lesson plans to include only the so-called “hard” intelligences like math and linguistic abilities. School districts are forced to cut anything that isn’t directly related to passing the state mandated tests, and what truly gets left behind are the children who excel in more creative and personal areas that can’t be measured accurately through a multiple choice evaluation. It robs these children of their true potential, and it robs all children of the chance to expand their knowledge beyond what they can do with a pen and paper. More than the intellectual benefit that kids might obtain, extracurricular activities that are related to multiple intelligences can mean something special. I can remember trying to play “Hot Cross Buns” for the first time on my recorder and failing miserably. I’ll always remember booting the game-winning homerun in kickball in 3rd grade, or tripping during the finals of the relay race before limping my way across the finish line to rousing applause in 5th grade. The best memories are the ones that are made outside of a desk, and we are losing focus on improving students as a whole. Source: http://sitemaker.umich.edu/356.martin/home
www.brainrules.net
Exercise boosts brain powerThe brain evolves tooEvery brain is wired differentlyWe don’t pay attention to boring thingsRepeat to remember (short term)Remember to repeat (long termSleep well, think wellStressed brains don’t learnMultiple stimulation – sensesVision trumps all other senses Male & Female brains are differentWe are explorerswww.brainrules.net
Reason: Allowing members to understand the need for change.Research: Providing important information that supports the reason.Resonance: The understanding of change must reach to the core beliefs of members.Redescriptions: The basis for change must be expressed in multiple forms (numbers, graphics, etc.). Schein suggests that the stories which bind members together are the most important (Schein, 2004)Resources and Rewards: Members must have the tools they need to complete the change, and a reward for success (beyond simply keeping your job).Real World Events: Change will not be successful if it doesn’t relate to real life and what’s occurring outside of the organization.Resistances: Every human comes from their personal paradigms and resistance to change is inevitable, but can be overcome.
Wagner, R & Harter, J.K. (2006). 12: the elements of great managing. New York, NY. Gallup Press
discipline. Firstly, what our grand-parents knew -- you should work regularly and steadily on things and eventually you will get better. Indeed, any practice will build up disciplinary muscle. The second—is the heart of what happens in middle and secondary school—is mastering the major ways of thinking. The third connotation, which is so important if we want our children to be gainfully employed and have a full life is becoming an expert in at least one thing. Because if you are not an expert, you will not be able to work in the world of the future, or you will work for somebody else who is an expert.The Synthesizing Mind realizes that nowadays, we are all inundated with information. Many of them are of questionable value and you need criteria for deciding what to pay attention to and what to ignore. Additionally, to synthesize for yourself, you have to put information together in ways which cohere, which make sense for you. The Creative Mind is embodied by Einstein in the Sciences and by Virginia Woolf in the Arts. People who are creative are those who come up with new things which eventually get accepted. At the same time it is difficult to be creative unless you’ve mastered a subject, which we know takes up to ten years of working in the field.The respectful mind is recognizing that the world is composed of people who look different, think differently, have different belief and value systems, and that we can no longer be hermits and live in complete isolation. Therefore, our initial choices are to make war, (which is what we did in a tribal society), or to hold our nose and tolerate others. Or we can be more ambitious. We can try to understand better, make common cause with, and give the benefit of the doubt to other people. The Ethical Mind doesn’t talk about rights, but about responsibilities. Itreflects on different roles that we fulfil and talks about what are the proper ways to fulfil those roles and tries, though not always successfully, but at least makes the effort, to fulfil those responsibilities.