The presentation aims to brief about the a dream job in global mindset. Its explaining the reaction of people in the global. Also, its helping in developing global mindset.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
The document discusses the importance of developing a global mindset. It defines a mindset as how individuals and organizations make sense of the world, and notes they are usually selective and biased based on experiences. A global mindset is important for companies that want a global presence to recognize opportunities. Characteristics of a global mindset include being open to different cultures and values. Developing a global mindset involves diversifying employee backgrounds and international experience. Companies like IKEA, Home Decor Inc. and Coca-Cola are provided as examples of developing a global mindset.
The document discusses developing global leadership competence. It defines global mindset and leadership, outlining the knowledge, skills, and abilities required for leading in today's global environment. These include cultural intelligence, flexibility, and balancing tasks and relationships. The document also examines challenges in developing global leadership, such as barriers organizations face and ensuring leadership capabilities align with business needs. It provides examples of developing global leadership through rotational assignments, coaching, and networking activities.
This document discusses managing multi-cultural teams and some of the challenges involved. It notes that as managers, we must adapt our styles to different cultural needs and find common ground. Some challenges include cultural differences, lack of communication, and different working styles. The document provides strategies for managing multi-cultural teams such as communicating goals clearly, identifying cultural conflicts, providing cross-culture training, and recognizing progress. While challenges exist, advantages also include bringing diverse ideas and allowing for 24-hour work rotations across locations.
Globe project cultural dimension and its various conclusions, way forward, future plans, advantages and criticisms. comparison to hofstead cultural dimension and the business skills relevant in various countries and areas
Cross Cultural Training PowerPoint PresentationAndrew Schwartz
(ReadySetPresent Cross-Cultural Training PowerPoint Content)
155 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, 22 slides on Religious belief systems & Practices, 7 slides on Non-verbal languages across cultures, 19 slides on noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, 9 slides of tips and techniques on intercultural adjustments for expatriates, 15 slides on Intercultural Dialogue tips and techniques, 5 slides on negotiation across cultures, 8 slides on conflict resolution across cultures, how to’s and more.
Theories of transformational leadership, emotional intelligence, cross cultural intelligence and finding in cultural awareness, cultural adaptation and effectiveness management localization
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
The document discusses the importance of developing a global mindset. It defines a mindset as how individuals and organizations make sense of the world, and notes they are usually selective and biased based on experiences. A global mindset is important for companies that want a global presence to recognize opportunities. Characteristics of a global mindset include being open to different cultures and values. Developing a global mindset involves diversifying employee backgrounds and international experience. Companies like IKEA, Home Decor Inc. and Coca-Cola are provided as examples of developing a global mindset.
The document discusses developing global leadership competence. It defines global mindset and leadership, outlining the knowledge, skills, and abilities required for leading in today's global environment. These include cultural intelligence, flexibility, and balancing tasks and relationships. The document also examines challenges in developing global leadership, such as barriers organizations face and ensuring leadership capabilities align with business needs. It provides examples of developing global leadership through rotational assignments, coaching, and networking activities.
This document discusses managing multi-cultural teams and some of the challenges involved. It notes that as managers, we must adapt our styles to different cultural needs and find common ground. Some challenges include cultural differences, lack of communication, and different working styles. The document provides strategies for managing multi-cultural teams such as communicating goals clearly, identifying cultural conflicts, providing cross-culture training, and recognizing progress. While challenges exist, advantages also include bringing diverse ideas and allowing for 24-hour work rotations across locations.
Globe project cultural dimension and its various conclusions, way forward, future plans, advantages and criticisms. comparison to hofstead cultural dimension and the business skills relevant in various countries and areas
Cross Cultural Training PowerPoint PresentationAndrew Schwartz
(ReadySetPresent Cross-Cultural Training PowerPoint Content)
155 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, 22 slides on Religious belief systems & Practices, 7 slides on Non-verbal languages across cultures, 19 slides on noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, 9 slides of tips and techniques on intercultural adjustments for expatriates, 15 slides on Intercultural Dialogue tips and techniques, 5 slides on negotiation across cultures, 8 slides on conflict resolution across cultures, how to’s and more.
Theories of transformational leadership, emotional intelligence, cross cultural intelligence and finding in cultural awareness, cultural adaptation and effectiveness management localization
This document discusses global mindset and its importance for organizations. It begins by defining global mindset and outlining its benefits, such as identifying common ground across differences and building trust. Global mindset is described as both an individual competence and organizational capability. The document then provides an overview of the agenda, which includes introducing global mindset, learning from its implementation in practice, and an exercise to apply it to one's own organization. Drivers and barriers of developing global mindset are also examined.
The role of culture in international managementStudsPlanet.com
The document discusses cultural dimensions that impact international management. It describes 10 key dimensions: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, long/short term orientation, indulgence/restraint, achievement/ascription, locus of control, neutral/affective, and diffuse/specific. For each dimension, countries or cultures tend to vary along a continuum. Understanding these cultural dimensions helps explain differences in management expectations and practices across countries.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
This document discusses the IBM Leadership Development Framework. It provides background on IBM's large, diverse workforce and then summarizes IBM's approach to leadership development in 3 key areas:
1) Establishing leadership competencies that all IBM employees are assessed on and developed through programs. This includes embedding competencies in all leadership training.
2) Providing integrated leadership development programs at all levels of the company to identify, assess, and develop high-potential leaders. This includes defining leadership roles and pipelines.
3) Developing leaders through progressive training programs like LEADing@IBM and the Corporate Service Corps, which immerses leaders in emerging markets through problem-solving and global experiences.
The document discusses creativity in management and organizations. It covers definitions of creativity, theories of creativity such as insight theories and self-actualization theories. It also discusses creativity in teams and how Tuckman's model of team development was modified to explain creative teams. The document also examines the creative organization and lists some examples like Toyota, Haier, and WordPress. It concludes by mentioning creative clusters and intrinsic motivation in creative cultures.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
This document discusses values-driven leadership and organizational culture. It defines culture as "the way things are done around here" which is a reflection of past and present leaders' values and behaviors. Values are described as motivations and priorities, which can be positive like trust and integrity, or potentially limiting like power and status. Excellent companies develop cultures incorporating leaders' values, which can survive for decades. The real role of a leader is managing corporate values. Organizations with aligned values and strategy have high performance. Whole system change requires addressing individuals' internal values and external behaviors, as well as aligning groups' culture and actions with their mission.
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
Courtney McFarlane is a cross-cultural and leadership management consultant with over 10 years of experience managing global teams across several international markets including Australia, the UK, and East Asia. She has worked with corporations, governments, academics, and multinationals at all levels from front-line staff to C-suite executives. McFarlane helps clients address problems outside the scope of business such as building more cohesive work teams, improving performance reviews, and gaining credibility across markets. Her approach focuses on differentiating individual from cultural differences and paying attention to details when working with global teams.
Leading from a Distance: Practical Tips for Successful Virtual LeadershipHRDQ-U
The document provides tips for managing accountability in virtual teams. It discusses challenges with accountability in virtual settings, such as monitoring progress and assigning responsibility. It recommends using action plans to clarify expectations, timelines, and checkpoints. Regular check-ins allow teams to discuss progress and problems. The document also provides tips for holding people accountable after missed commitments, such as asking what contributed to the issue and how to prevent it going forward. Frequent communication of goals and responsibilities helps enhance accountability in virtual teams.
The way human brain works can sabotage the choices we make. But bad decisions can often be traced back to the point where the decisions were made. The key is how a problem is framed and how to develop the solution.
Find more at: https://www.dtechsystems.co/resources/
Drawing on more than a decade of new work, Kim and Mauborgne show us how to move beyond competing, inspire our people's confidence, and seize new growth, guiding us step-by-step through how to take our organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift our self, our team, or our organization to new heights of confidence, market creation, and growth. They show why non-disruptive creation is as important as disruption in seizing new growth.
Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether we are a cash-strapped startup or a large, established company, non-profit or national government, we will learn how to move from red to blue oceans in a way that builds our people's confidence so that they own and drive the process.
With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower us to succeed as we embark on our own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
The document discusses several studies and frameworks for understanding national culture and how it influences organizational culture and behavior. It summarizes research by Hofstede, Bond, Hall, Laurent, and Trompenaars on the dimensions of national culture, such as individualism vs collectivism, power distance, uncertainty avoidance, and long-term vs short-term orientation. The research found that national culture can strongly influence organizational culture and values, and in conflicts, national culture is more likely to override organizational culture.
Culture can be defined as the set of understandings shared by a community, including values, ideas, perceptions, and codes of conduct. This document discusses several aspects of culture, including value systems, norms, aesthetics, customs, and language. It provides examples of how different cultures approach concepts like eye contact, colors, and hygiene. The document also summarizes several models for understanding cultural dimensions, such as Hofstede's model of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity. Trompenaar's 7 dimensions model is also briefly outlined.
Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
Researchers at Google analyzed data from their own teams to identify five key traits of successful teams: psychological safety, dependability, structure and clarity, meaning of work, and impact of work. The document then provides tips for building these traits through fostering an organizational culture that promotes them and by holding regular professionally-led team building sessions that are engaging, meet business objectives, teach new skills, and are fun.
An organization's culture is defined as the shared values, principles, traditions, and ways of doing things that influence employee behavior and distinguish one organization from others. An organization's culture is not physically tangible but rather reflects how members perceive and describe the culture. Describing an organization using seven cultural dimensions like attention to detail, outcome orientation, and team orientation provides a picture of its personality. Organizations with strongly held and widely shared core values tend to have stronger cultures associated with higher performance and more loyal employees. The original source of an organization's culture usually reflects its founder's vision.
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
This continual manifesto is an articulation of statements exemplifying the author’s beliefs, strategies and motivations based on personal life and business experiences along with doses of common sense.
Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
This document discusses global mindset and its importance for organizations. It begins by defining global mindset and outlining its benefits, such as identifying common ground across differences and building trust. Global mindset is described as both an individual competence and organizational capability. The document then provides an overview of the agenda, which includes introducing global mindset, learning from its implementation in practice, and an exercise to apply it to one's own organization. Drivers and barriers of developing global mindset are also examined.
The role of culture in international managementStudsPlanet.com
The document discusses cultural dimensions that impact international management. It describes 10 key dimensions: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, long/short term orientation, indulgence/restraint, achievement/ascription, locus of control, neutral/affective, and diffuse/specific. For each dimension, countries or cultures tend to vary along a continuum. Understanding these cultural dimensions helps explain differences in management expectations and practices across countries.
What IS Cross Cultural Leadership? And How Does it Benefit the Workplace?NMC Strategic Manager
Part 1 of our mini series on Cross Cultural Communication introduces what it is and the benefits to organizations of all types and sizes for leading a diverse workforce.
This document discusses the IBM Leadership Development Framework. It provides background on IBM's large, diverse workforce and then summarizes IBM's approach to leadership development in 3 key areas:
1) Establishing leadership competencies that all IBM employees are assessed on and developed through programs. This includes embedding competencies in all leadership training.
2) Providing integrated leadership development programs at all levels of the company to identify, assess, and develop high-potential leaders. This includes defining leadership roles and pipelines.
3) Developing leaders through progressive training programs like LEADing@IBM and the Corporate Service Corps, which immerses leaders in emerging markets through problem-solving and global experiences.
The document discusses creativity in management and organizations. It covers definitions of creativity, theories of creativity such as insight theories and self-actualization theories. It also discusses creativity in teams and how Tuckman's model of team development was modified to explain creative teams. The document also examines the creative organization and lists some examples like Toyota, Haier, and WordPress. It concludes by mentioning creative clusters and intrinsic motivation in creative cultures.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
This document discusses values-driven leadership and organizational culture. It defines culture as "the way things are done around here" which is a reflection of past and present leaders' values and behaviors. Values are described as motivations and priorities, which can be positive like trust and integrity, or potentially limiting like power and status. Excellent companies develop cultures incorporating leaders' values, which can survive for decades. The real role of a leader is managing corporate values. Organizations with aligned values and strategy have high performance. Whole system change requires addressing individuals' internal values and external behaviors, as well as aligning groups' culture and actions with their mission.
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
Courtney McFarlane is a cross-cultural and leadership management consultant with over 10 years of experience managing global teams across several international markets including Australia, the UK, and East Asia. She has worked with corporations, governments, academics, and multinationals at all levels from front-line staff to C-suite executives. McFarlane helps clients address problems outside the scope of business such as building more cohesive work teams, improving performance reviews, and gaining credibility across markets. Her approach focuses on differentiating individual from cultural differences and paying attention to details when working with global teams.
Leading from a Distance: Practical Tips for Successful Virtual LeadershipHRDQ-U
The document provides tips for managing accountability in virtual teams. It discusses challenges with accountability in virtual settings, such as monitoring progress and assigning responsibility. It recommends using action plans to clarify expectations, timelines, and checkpoints. Regular check-ins allow teams to discuss progress and problems. The document also provides tips for holding people accountable after missed commitments, such as asking what contributed to the issue and how to prevent it going forward. Frequent communication of goals and responsibilities helps enhance accountability in virtual teams.
The way human brain works can sabotage the choices we make. But bad decisions can often be traced back to the point where the decisions were made. The key is how a problem is framed and how to develop the solution.
Find more at: https://www.dtechsystems.co/resources/
Drawing on more than a decade of new work, Kim and Mauborgne show us how to move beyond competing, inspire our people's confidence, and seize new growth, guiding us step-by-step through how to take our organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift our self, our team, or our organization to new heights of confidence, market creation, and growth. They show why non-disruptive creation is as important as disruption in seizing new growth.
Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether we are a cash-strapped startup or a large, established company, non-profit or national government, we will learn how to move from red to blue oceans in a way that builds our people's confidence so that they own and drive the process.
With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower us to succeed as we embark on our own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
The document discusses several studies and frameworks for understanding national culture and how it influences organizational culture and behavior. It summarizes research by Hofstede, Bond, Hall, Laurent, and Trompenaars on the dimensions of national culture, such as individualism vs collectivism, power distance, uncertainty avoidance, and long-term vs short-term orientation. The research found that national culture can strongly influence organizational culture and values, and in conflicts, national culture is more likely to override organizational culture.
Culture can be defined as the set of understandings shared by a community, including values, ideas, perceptions, and codes of conduct. This document discusses several aspects of culture, including value systems, norms, aesthetics, customs, and language. It provides examples of how different cultures approach concepts like eye contact, colors, and hygiene. The document also summarizes several models for understanding cultural dimensions, such as Hofstede's model of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity. Trompenaar's 7 dimensions model is also briefly outlined.
Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
Researchers at Google analyzed data from their own teams to identify five key traits of successful teams: psychological safety, dependability, structure and clarity, meaning of work, and impact of work. The document then provides tips for building these traits through fostering an organizational culture that promotes them and by holding regular professionally-led team building sessions that are engaging, meet business objectives, teach new skills, and are fun.
An organization's culture is defined as the shared values, principles, traditions, and ways of doing things that influence employee behavior and distinguish one organization from others. An organization's culture is not physically tangible but rather reflects how members perceive and describe the culture. Describing an organization using seven cultural dimensions like attention to detail, outcome orientation, and team orientation provides a picture of its personality. Organizations with strongly held and widely shared core values tend to have stronger cultures associated with higher performance and more loyal employees. The original source of an organization's culture usually reflects its founder's vision.
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
This continual manifesto is an articulation of statements exemplifying the author’s beliefs, strategies and motivations based on personal life and business experiences along with doses of common sense.
Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
- The document provides feedback on an individual's Global Mindset profile based on an assessment they completed.
- It shows the individual scored highest in Social Capital and lowest in Intellectual Capital compared to benchmarks.
- The report is meant to help the individual identify ways to improve their ability to work with those different from themselves.
The document discusses thought diversity and inclusion in the workplace. It begins by defining diversity and thought diversity, noting that thought diversity values invisible traits like beliefs and work styles. It then discusses how fear of differences that are unfamiliar can lead to unconscious bias and affect decision-making. The document advocates for inclusion by creating a safe and respectful environment where all individuals can contribute. It presents research showing organizations with more diverse and inclusive cultures have better business outcomes like increased stock performance and employee engagement. Finally, it provides actions individuals can take to better embrace thought diversity through self-assessment, immediate actions, and long-term leadership.
Building Your Personal Brand by Robin Russell McCasland Dallas TXIABC Houston
When building your communications plan, think strategically about your personal brand as well. Learn to recognize and build on the things that make you stand apart — in ways that people will remember when they’re looking to hire communications talent.
by Robin Russell McCasland, Brain Biscuits Strategic Communication, Dallas TX
The survey asked professionals to identify their top challenges to career growth and success. Respondents cited issues like lack of focus, staying in their comfort zone, navigating office politics, poor organizational culture fit, lack of motivation, weak social skills, difficulty setting and achieving goals, fear of career change, and procrastination. The results were compared to previous years to highlight new and ongoing barriers people face.
This document discusses several key aspects of culture and its importance in international business. It covers different levels of cultural understanding, examples of cultural differences between countries, and guidelines for developing cross-cultural competence, including adopting a geocentric orientation. The challenges of cultural misunderstandings are also addressed.
10 "Personality" Traits of Entrepreneurial Community Organisations and the ...Patricia Grosse
Have you ever come across a successful community organisation and wondered what's the secret? What sets out the entrepreneurs from the crowd? Here are ten traits we discovered when working with award-winning community-led organisations and the people inside them..
One this is confirmed that if we want to progress in our career or sustain in our career, we have to identify and practice Soft Skills. Many of us confused about Soft Skills. In this presentation, we will be able to understand the 12 most important pillars of Soft Skills.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
The document discusses the importance of language skills for businesses, arguing that knowledge of languages leads to improved performance, opens new markets, and provides competitive advantages in an increasingly globalized world. It also recommends that companies assess the language needs of employees and implement strategies like training, hiring native speakers, and international mobility to develop linguistic competencies.
TMA World Viewpoint 30: A Guide To Working With DifferenceTMA World
When the term ‘culture’ is used, an association with ‘nationality’ often follows - French, Japanese, Chinese and so on. However, this is only one dimension of human difference and taken alone may tell us very little about the complex individuals we work with.
This TMA World presentation offers a quick guide to effectively leveraging all kinds of diversity within your organization.
For more advice on working with difference and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
The document discusses strategies for having difficult conversations when emotions are strong. It defines a difficult conversation as one where there are differing views, strong feelings, and high stakes. It describes how emotions can hijack thinking and prevent listening or problem solving. The strategies presented include recognizing when emotions have taken over, stopping to reflect on needs and interests, restoring a sense of safety, and adopting a mutual learning mindset focused on understanding rather than unilateral control.
Developing Organizational Global MindsetSirinKoprucu
The document defines the Global Mindset as a set of attributes that help individuals and organizations understand and engage with those unlike themselves. It identifies three components of a global mindset: intellectual capital including business savvy, cognitive complexity, and cosmopolitan outlook; psychological capital such as passion for diversity and self-assurance; and social capital including intercultural empathy and diplomacy. Organizations can develop a global mindset by communicating its value, rewarding demonstration of global skills, and offering learning opportunities. StrategicStraits is a consulting firm that helps organizations achieve sustainability through workshops addressing the nine global mindset attributes.
This document discusses the importance of considering culture and inclusivity in SEO. It explains that understanding cultural differences is key to effectively marketing products and services internationally. Various social and psychological theories are presented that demonstrate how culture, language, identity and group membership shape human behavior and thinking. The document advocates practicing inclusive SEO by avoiding stereotypes, mitigating unconscious bias, and ensuring minority groups are represented authentically without being marginalized.
The document provides an overview of career development topics including:
1) Definitions of key terms like career, occupation, and job.
2) Models of career decision making processes and theories like Holland's theory.
3) Factors that influence career choices such as values, abilities, interests, and work preferences.
4) Resources and strategies for career planning, exploration, and decision making.
7 habits of highly effective people by stephen r. coveyAnuj Kumar
This document outlines Stephen Covey's book "The Seven Habits of Highly Effective People" which describes seven habits that can make people more effective. The seven habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then to be understood, 6) synergize, and 7) sharpen the saw. Following these habits helps people become more independent, interdependent, and able to effectively achieve goals and work with others.
The document discusses the skills needed for working abroad based on research conducted by students. Through surveys, interviews, and online research, the students identified both soft skills and hard skills as important. Key soft skills included independence, social skills/networking, flexibility, adaptation, self-determination, initiative, and etiquette. Important hard skills were the ability to speak a foreign language and balancing family and work life. The research highlighted that soft skills, such as collaboration and networking, were generally more important for working abroad than hard skills.
VERVE 2K24 - Annual Inter College Techno Management Cultural Fest happening on 22nd & 23rd February 2024 at JIMS Technical Campus, Rohini, Delhi. Two days filled with electrifying performances, mind-blowing competitions and star performances.
#verve2k24 #jimsrohini #jimstechnicalcampus #verve #collegefest #delhicollegefests #jimsverve #annualfest #jimsdelhi
Case Study on Export Procedure of Rice from India to Russia written by PGDM International Business student at JIMS Rohini.
India is the world's largest producer of rice, and Russia is the world's 11th largest importer of #rice. In 2022, India exported about 2.1 million tons of rice to Russia, worth about US$56 million, according to the United Nations COMTRADE database on international trade. The study discusses
the export procedure and documents involved in exporting rice from India to Russia.
#Riceexports
#exportprocedure #Basmati rice
www.jimsrohini.org
Indian Oil Corporation Limited (IOCL), a significant participant in the Indian oil sector,
struggled with a number of urgent supply chain issues. is included dwindling production, rising expenses, lagging behind competitors, deteriorating consumer trust, dropping sales, revenue ejection, dwindling brand image, and cash flow problems. In order to strategically address these
complex problems, IOCL chose Honeywell’s Supply Chain Management system. This adoption’s key goal was to completely address the range of decultures encountered, with the goal of regaining production levels, competitive positioning, customer trust, and ultimately driving portability
and organizational resilience.
www.jimsrohini.org
Role and Challenges Related to Inland Container Depot (ICD).
This case focuses on highlighting the pivotal role of Inland Container Depots (ICDs) in trade from India to the globe. ICDs function as vital bridges connecting various logistics activities like freight forwarding, cargo handling and distribution. These hubs offer seamless intermodal transportation, optimizing supply chains and trade logistics. The essence of ICDs revolves around strategic centralized cargo handling facilities, bridging major seaports and airports to inland distribution/storage areas. As against these. The conventional systems grapple with bottlenecks, causing escalated costs, delays, and inefficiencies. ICDs counter these issues by streamlining
cargo consolidation, deconsolidation, and storage, interlinking various modes of transportation. However, multifaceted challenges require comprehensive solutions. Challenges encompass infrastructure constraints, customs intricacies, internal congestion, and lack of specialized facilities. A comprehensive strategy necessitates infrastructure development, regulatory streamlining, technological integration, and strategic planning. Lasco Shipping's proactive approach in understanding these intricate operations positions them to navigate the evolving global trade landscape efficiently. Insights garnered from ICD visits promise to streamline their operations, fortify customer service, and adeptly navigate international trade complexities.
With this thought , PGDM batch ( 2023-25) Sec C students have designed an innovative and insightful monthly newsletter for the month of July 2023.
A sprinkling of orientation activities, prime news, students' creative corner, etc., will delight readers.
#jims #jimsrohini #newsletter
Placement Highlights 2021-2023 Batch | JIMS Technical Campus, Rohini Delhi
Yet another remarkable achievement!
JIMS Sector 5 Rohini boasts an impressive placement record, with a high percentage of our PGDM graduates securing employment in top-notch companies with the best packages. Our rigorous curriculum, experienced faculty, and dedicated placement cell all work together to ensure that our students are well-prepared for the workforce. With our strong placement record, you can be confident that you'll have the skills and knowledge to succeed in your chosen field. Join our community today and take the first step toward a successful career!
To know more about JIMS placements visit :
https://bit.ly/41DY70w
For updates, follow our social media channels:
https://www.instagram.com/jimsrohinisector5/
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The document announces the PRASTUTI-2018 annual student convention to be held on March 17th, 2018 at Crowne Plaza in Rohini, Delhi. The convention is organized by Jagan Institute of Management Studies and Delhi Technological University and will include an inter-college techno-management presentation contest on the theme of "Green Computing and Green Management". Students from various colleges are invited to submit synopses and presentations on topics related to reducing environmental impact through technology and business practices. Cash prizes and certificates will be awarded to the best presentations.
JIMS Rohini is conducting Faculty Development Program on "Computing Technologies - A Panoramic View" from 27th Nov to 4th Dec 2017. The main focus of FDP is to upgrade the teaching, training and research methods of IT Faculty.
JIMS Rohini successfully conducted MDP on 'Managing Conflicts at Workplace' for Corporates and Alumni under the supervision of Prof. S.C. Kapoor and Dr. Neelam Dhall on 18th September 2017. Visit Website - http://www.jimsindia.org/
This document provides information about the Post Graduate Diploma in Retail Management (PGDM-RM) program offered by Jagan Institute of Management Studies (JIMS) in Rohini, Delhi. The 2-year full-time program is approved by AICTE and provides dual specializations in areas like Retail Marketing, HR, and E-commerce. The program aims to develop industry-ready professionals through modules focused on retail operations, marketing, merchandising, and more. JIMS emphasizes experiential learning including industry visits, live projects, internships, and strong industry connections. The document shares perspectives from industry professionals on the growth prospects in the retail sector and benefits of the program.
JIMS Rohini News - Jagan Institute of Management Studies, Rohini, Delhi is organizing International Conference (ICAMP 2017 ) “Confronting the VUCA World: Strategies for Growth and Excellence” on Saturday, February 11, 2017 at JIMS Rohini
The conference covers various themes in Marketing, Finance, Human Resources and Operations and is expected to be attended by participants from India and abroad including consultants, academicians, professionals and research scholars.
We are enclosing herewith the conference brochure for your ready reference.
We invite you to submit original unpublished research papers or case studies for the conference as per the tracks mentioned in the brochure which are indicative and not exhaustive. Authors may also submit papers on other relevant and contemporary topics.
https://www.jimsindia.org/icamp2017/
JIMS Rohini News - Jagan Institute of Management Studies Rohini Sector 5 is one of Best B School in India. JIMS Rohini PGDM, PGDM IB, PGDM RM Admissions are open for Session 2017-19. The Eligibility Criteria is valid Scores in CAT/MAT/XAT/CMAT/ATMA* .
Visit JIMS Rohini Website http://www.jimsindia.org/
JIMS Rohini Conclave 2016 "Digitalization of Businesses: Promises and Perils’JIMS Rohini Sector 5
We are pleased to invite you to the JIMS Conclave 2016 on the highly relevant theme of ‘Digitalization of Businesses: Promises and Perils’.
Date: Saturday, 10th December, 2016
Time: 9.30 am – 5.00 pm
Venue: Lakshmipat Singhania Auditorium, PHD House,
4/2, Siri Institutional Area, New Delhi
Session Topics:
• Digitalization-Stakeholders perspective : Inaugural
• Insights into Digital Markets : Session - I
• Digital Transformation at Workplace : Session - II
In case you wish to invite guests from the Corporate / Academia, kindly forward the invitation to them and confirm their particaption to us, in advance.
Visit Website
http://www.jimsindia.org/
JIMS IT Flash , a monthly newsletter-An Initiative by the students of IT Department, shares the knowledge to its readers about the latest IT Innovations, Technologies and News.Your suggestions, thoughts and comments about latest in IT are always welcome at itflash@jimsindia.org.
Visit Website : http://jimsindia.org/
JIMS Rohini News - Introduction to Derivatives by Mr. N.P. Singh (Associate Professor - JIMS Rohini Sector 5) - PGDM Programme . Derivatives are defined as contracts which derive their value from an underlying asset.
- Stock
- Index
- Commodity
- Currency
- Interest Rate or
- Any other asset
Jagan Institute of Management Studies has evolved as an institution of excellence and commitment in the field of Management and Technical education. The institute from the very outset focused on professional studies at the Post- Graduate level with a view to tap, direct and channelize the enormous talent pool in the country. We offer Post Graduate Diploma in Management (PGDM) (two year - Full Time and three year - Part Time).
Top Management College - JIMS Rohini News - Data Collection - PGDM - BBA - ...JIMS Rohini Sector 5
Top Management College - JIMS Rohini News - PGDM Programme is renowned for its extensive and in depth coverage of core and specialized courses, creating innovation and entrepreneurial qualities. The Programme is approved by the All India Council for Technical Education (AICTE), Ministry of HRD, Government of India and accredited from National Board of Accreditation (NBA) for excellence in quality education. PGDM has also been granted equivalence to MBA degree by Association of Indian Universities (AIU).. In our PGDM programme, we offer following specializations, spanning over two years; It is designed to provide students with first-hand experience of corporate culture.
Marketing
Finance
Human Resource
Operations
Students pursuing management course can opt for a dual specialization in any of the above streams.
Post Graduate Diploma in Management - JIMS Rohini Admissions Open 2016 - JIMS...JIMS Rohini Sector 5
JIMS Rohini News- PGDM ( Management ) programme is a Two-Year Full Time program approved by All India Council for Technical Education (AICTE) and has also been granted equivalence to MBA degree by the Association of Indian Universities (AIU).
Visit Website For More Updates
http://www.jimsindia.org/
Replacement Problem - Dr. Bhupender SOM - JIMS Rohini Faculty PresentationJIMS Rohini Sector 5
JIMS Rohini News, PGDM Admissions, PGDM -IB, PGDM-RM.
The efficiency of all industrial and military equipments deteriorates with time. Sometimes the equipment fails completely and effects the whole system. The maintenance costs (running costs) of an equipment also go on increasing with time. Thus it becomes more economical to replace the old equipment with a new one. Hence there is a need to formulae a most economical replacement policy which is in the best interest of the system.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Learnings from Successful Jobs SearchersBruce Bennett
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