Este documento explora la relación entre la física y la nutrición. Explica que la nutrición implica la transformación de energía de los alimentos en energía que el cuerpo puede utilizar, relacionándose así con conceptos físicos como la energía y su transformación. También describe cómo los campos magnéticos afectan procesos metabólicos y nutricionales a nivel celular.
Craig Pike has over 20 years of experience in software development management and leadership. He is currently the Director at Visa Inc. where he manages teams of 10-15 developers. Previously he was a Senior Web Developer at Visa Inc. and a Senior Software Developer at Multimedia Learning Inc. where he led various development projects.
Uts media pembelajaran reina nurfajar sukmawati 1000556Reina Sukma
Dokumen tersebut membahas tentang pengertian, kriteria pemilihan, tujuan penggunaan, manfaat, dan fungsi media pembelajaran. Media pembelajaran didefinisikan sebagai alat yang dapat digunakan untuk menyampaikan pesan kepada siswa sehingga dapat merangsang proses belajar. Kriteria pemilihan media meliputi kesesuaian dengan tujuan pembelajaran dan kemampuan siswa. Tujuan penggunaan media antara lain mempermudah
The document summarizes geological and biological features of the Lake Tahoe Basin. It describes how the basin was formed by faulting around 2-3 million years ago, uplifting the Carson Range and Sierra Nevada mountains on either side. During ice ages, glaciers carved out the landscape, leaving behind U-shaped valleys. The basin is now home to various plant and animal species, including Jeffrey pine trees, manzanita shrubs, mallard ducks, and black bears. Specific sites mentioned include Cave Rock and its surrounding granite formations.
Este documento explora la relación entre la física y la nutrición. Explica que la nutrición implica la transformación de energía de los alimentos en energía que el cuerpo puede utilizar, relacionándose así con conceptos físicos como la energía y su transformación. También describe cómo los campos magnéticos afectan procesos metabólicos y nutricionales a nivel celular.
Craig Pike has over 20 years of experience in software development management and leadership. He is currently the Director at Visa Inc. where he manages teams of 10-15 developers. Previously he was a Senior Web Developer at Visa Inc. and a Senior Software Developer at Multimedia Learning Inc. where he led various development projects.
Uts media pembelajaran reina nurfajar sukmawati 1000556Reina Sukma
Dokumen tersebut membahas tentang pengertian, kriteria pemilihan, tujuan penggunaan, manfaat, dan fungsi media pembelajaran. Media pembelajaran didefinisikan sebagai alat yang dapat digunakan untuk menyampaikan pesan kepada siswa sehingga dapat merangsang proses belajar. Kriteria pemilihan media meliputi kesesuaian dengan tujuan pembelajaran dan kemampuan siswa. Tujuan penggunaan media antara lain mempermudah
The document summarizes geological and biological features of the Lake Tahoe Basin. It describes how the basin was formed by faulting around 2-3 million years ago, uplifting the Carson Range and Sierra Nevada mountains on either side. During ice ages, glaciers carved out the landscape, leaving behind U-shaped valleys. The basin is now home to various plant and animal species, including Jeffrey pine trees, manzanita shrubs, mallard ducks, and black bears. Specific sites mentioned include Cave Rock and its surrounding granite formations.
This document discusses strategies for effective advocacy to implement women-friendly laws. It defines advocacy as a set of democratic actions seeking social change and empowering marginalized groups. Advocacy can occur at local, state, national, and international levels and can include people-centered, policy, legislative, and media advocacy. Effective advocacy requires organizing actions like rallies and campaigns, building coalitions, conducting research, and advocating for rights-based rather than just need-based policies and laws. Success requires developing evidence, briefing advocacy partners, and using a combination of advocacy techniques and building synergies between different approaches.
The document outlines the multi-stage budget making process of the Government of India (GOI) and highlights opportunities to introduce gender responsiveness at each stage. It describes how the Five Year Plan provides overall direction for policies and programs. Ministries create working groups including experts and NGOs to analyze existing policies and recommend financial outlays. The Planning Commission approves budgets which are then finalized and passed by Parliament. Ministries monitor spending and outcomes. Audits are conducted and budgets are revised based on actual expenditures. The Ministry of Finance publishes budget summaries for public information. Gender budget statements track spending targeted towards women.
Different Types and Brands In Contact Lens Solutionlenspick
Contact Lens solution is used to fight against germs, clean lenses and to remove irritating protein deposits on the lens material. They are helpful to protect the health of the eyes. Here is a PPT that shows you different branded types of contact lens solution.
The Checklist contains explanations and recommendations that:
- Facilitate the audit;
- May serve as a guide in the transition to the new version of ISO 9001: 2015 using 'fill the gap' methodology;
- Allow for QMS self-assessment for compliance with ISO 9001: 2015;
- Facilitate learning and understanding of the new version of ISO 9001:2015 requirements
- User-friendly format and professional layout - reviewed and approved by experienced ISO 9001 quality auditors.
- 72 pages
Este documento describe cómo las redes sociales pueden ayudar a aumentar la visibilidad de una marca, fidelizar clientes existentes y atraer nuevos clientes al fortalecer la imagen de la marca y potenciar las ventas a través de medios sociales.
Top 7 Reasons to Partner with a Manufacturing Services Company Rye Cruz
Partnering with a design and manufacturing services company can help companies reduce costs, free up internal resources to focus on core competencies, and accelerate projects to get products to market faster. Outsourcing manufacturing allows companies to reduce operating costs by an average of 15% and can help free engineers to focus on innovation while partners handle production. Engaging experts in manufacturing can also help companies gain access to new technologies and processes to support innovations like miniaturization and wearable devices.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
The document discusses executive development and the importance of assessment centers in identifying and developing future leaders. It notes that many organizations struggle to find qualified successors for retiring senior managers. Assessment centers aim to address this by systematically evaluating individuals' competencies against the requirements for senior management roles. They provide objective assessments through exercises observed by external assessors and identify development needs through competency reports. The document advocates that assessment centers should be competency-based, utilize best practices such as those employed by Barker Hoffmann, and be part of a long-term executive development program to ensure organizations have a pipeline of sustainable leadership.
Companies with engaged employees improve operating income by 19%. However, only one in three employees worldwide is engaged in their work, while one in five is disengaged. Poor work ethic, job dissatisfaction, and uncomfortable working conditions can lead to disengagement. Motivating employees and challenging them to improve performance can boost business profits. Providing feedback, additional training, clear expectations, and checklists can help underperforming employees succeed.
The document discusses trends in global employee engagement based on Aon Hewitt's research from 2008-2010. Some key points:
- The global average employee engagement score dropped from 60% in 2009 to 56% in 2010, the largest decline in 15 years. However, Q4 2010 saw a recovery.
- The top 3 global engagement drivers in 2010 were career opportunities, brand alignment, and recognition.
- Engagement scores decreased the most in Asia-Pacific, Europe, and North America from 2009-2010.
- Companies with high engagement (65%+) outperformed the stock market by 22% while those with low engagement (45%-) underperformed by 28%.
The document discusses employee engagement and provides strategies for organizations to improve engagement. It notes that engagement requires more than just good management practices and outlines six factors that are important for sustainable engagement. These include ensuring authentic engagement rather than surface-level engagement, distributing engagement responsibilities widely throughout the organization, developing engagement strategies tailored for different employee groups, focusing on job design to give employees autonomy and purpose, distinguishing between engagement and involvement, and balancing engagement with risk-taking and experimentation. The document is part of a research program from the CIPD focused on sustainability, leadership, and building HR capabilities.
The document discusses coaching, defining it as a collaborative conversation between a coach and coachee to help the coachee access their own answers and find solutions. It explores the development of coaching and different types like business and executive coaching. It notes coaching is not mentoring, consulting, or therapy. Effective coaches have qualities like self-awareness and the ability to build relationships. Managers can adopt a coaching approach to develop employees. Bringing a culture of coaching to an organization requires commitment at all levels. Coaching benefits organizations by increasing commitment, communication, and productivity while decreasing turnover.
This document discusses how organizations need to prepare for the next generation workforce by changing their hiring, onboarding, and engagement practices. It notes that this next generation workforce has different characteristics than previous generations as they have grown up with new technologies. It argues organizations need to build a capacity for collaboration, both internally and externally, and leverage new technologies to improve performance. It provides examples of how some companies have successfully adapted their practices to engage this new workforce.
The document provides a report on research conducted to analyze sales training for a UK multi-national company with 45,000 employees across 12 business units. The research sought to identify the necessary skills for complex sales situations.
It identifies 6 stages in a complex sales cycle and the key skills needed at each stage, such as identifying customer needs, evaluating options, addressing concerns. It reviews 7 major sales training programs and finds they focus more on manipulation than influencing customers. The report concludes with recommendations for training to develop a salesperson's skills matching the identified stages of the complex sales cycle.
Barker Hoffmann is a worldwide management consultancy that provides customized solutions to address clients' unique business needs. It has partnered with successful organizations across various industries and countries in Asia Pacific. Barker Hoffmann draws on 30 years of experience and a global network to help clients transform challenges into growth opportunities through strategic management, HR solutions, leadership development, and other services. Its goal is to make organizations more effective and efficient through sustainable performance improvement.
This document summarizes research on management competencies that enhance employee engagement. It conducted interviews and a content analysis to develop an employee engagement management competency framework. The framework identifies behaviors that managers need to demonstrate to increase employee engagement. These include treating employees with appreciation and respect, developing employees' skills, seeking employee input, and acting consistently with organizational values to build trust. The research aims to provide practical guidance for organizations to help managers strengthen core skills that support higher employee engagement and better business performance.
The document discusses emerging consumer trends and hot business opportunities for 2011, highlighting growing markets in childcare services, mobile apps, food trucks, and brain gyms. It notes that Generation Y (ages 18-30) are big spenders, with $11 billion in annual spending, and that 2011 is a favorable time to start a business due to demographic shifts, economic recovery, and innovative new ideas.
Adopting an asian lens to talent developmentRye Cruz
The document discusses the challenge companies face in developing Asian leadership talent. It notes a perceived "leadership gap" where few Asians rise to leadership roles, and Asian perspectives are underrepresented at headquarters. Data from companies found low Asian representation at board and executive levels, but higher representation in regional and local senior management. The document calls on companies to better understand, appreciate, and leverage Asian talent by adopting approaches suited to Asian cultural contexts.
This document provides 12 predictions for strategic human resources and talent management in 2012. It begins with an overview of how technology has radically changed work by enabling borderless communication and collaboration.
The predictions are:
1) The global workforce imbalance between fast-growing emerging markets and slower-growing developed markets will drive a new focus on talent acquisition. Skills gaps and increased specialization are exacerbating hiring challenges.
2) Organizations will focus on creating a "globally local" or "glocal" model for HR to think and operate globally while empowering local teams.
3) Talent acquisition will join the talent management function to address skills gaps and the large number of resumes received for each open
This document discusses strategies for effective advocacy to implement women-friendly laws. It defines advocacy as a set of democratic actions seeking social change and empowering marginalized groups. Advocacy can occur at local, state, national, and international levels and can include people-centered, policy, legislative, and media advocacy. Effective advocacy requires organizing actions like rallies and campaigns, building coalitions, conducting research, and advocating for rights-based rather than just need-based policies and laws. Success requires developing evidence, briefing advocacy partners, and using a combination of advocacy techniques and building synergies between different approaches.
The document outlines the multi-stage budget making process of the Government of India (GOI) and highlights opportunities to introduce gender responsiveness at each stage. It describes how the Five Year Plan provides overall direction for policies and programs. Ministries create working groups including experts and NGOs to analyze existing policies and recommend financial outlays. The Planning Commission approves budgets which are then finalized and passed by Parliament. Ministries monitor spending and outcomes. Audits are conducted and budgets are revised based on actual expenditures. The Ministry of Finance publishes budget summaries for public information. Gender budget statements track spending targeted towards women.
Different Types and Brands In Contact Lens Solutionlenspick
Contact Lens solution is used to fight against germs, clean lenses and to remove irritating protein deposits on the lens material. They are helpful to protect the health of the eyes. Here is a PPT that shows you different branded types of contact lens solution.
The Checklist contains explanations and recommendations that:
- Facilitate the audit;
- May serve as a guide in the transition to the new version of ISO 9001: 2015 using 'fill the gap' methodology;
- Allow for QMS self-assessment for compliance with ISO 9001: 2015;
- Facilitate learning and understanding of the new version of ISO 9001:2015 requirements
- User-friendly format and professional layout - reviewed and approved by experienced ISO 9001 quality auditors.
- 72 pages
Este documento describe cómo las redes sociales pueden ayudar a aumentar la visibilidad de una marca, fidelizar clientes existentes y atraer nuevos clientes al fortalecer la imagen de la marca y potenciar las ventas a través de medios sociales.
Top 7 Reasons to Partner with a Manufacturing Services Company Rye Cruz
Partnering with a design and manufacturing services company can help companies reduce costs, free up internal resources to focus on core competencies, and accelerate projects to get products to market faster. Outsourcing manufacturing allows companies to reduce operating costs by an average of 15% and can help free engineers to focus on innovation while partners handle production. Engaging experts in manufacturing can also help companies gain access to new technologies and processes to support innovations like miniaturization and wearable devices.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
The document discusses executive development and the importance of assessment centers in identifying and developing future leaders. It notes that many organizations struggle to find qualified successors for retiring senior managers. Assessment centers aim to address this by systematically evaluating individuals' competencies against the requirements for senior management roles. They provide objective assessments through exercises observed by external assessors and identify development needs through competency reports. The document advocates that assessment centers should be competency-based, utilize best practices such as those employed by Barker Hoffmann, and be part of a long-term executive development program to ensure organizations have a pipeline of sustainable leadership.
Companies with engaged employees improve operating income by 19%. However, only one in three employees worldwide is engaged in their work, while one in five is disengaged. Poor work ethic, job dissatisfaction, and uncomfortable working conditions can lead to disengagement. Motivating employees and challenging them to improve performance can boost business profits. Providing feedback, additional training, clear expectations, and checklists can help underperforming employees succeed.
The document discusses trends in global employee engagement based on Aon Hewitt's research from 2008-2010. Some key points:
- The global average employee engagement score dropped from 60% in 2009 to 56% in 2010, the largest decline in 15 years. However, Q4 2010 saw a recovery.
- The top 3 global engagement drivers in 2010 were career opportunities, brand alignment, and recognition.
- Engagement scores decreased the most in Asia-Pacific, Europe, and North America from 2009-2010.
- Companies with high engagement (65%+) outperformed the stock market by 22% while those with low engagement (45%-) underperformed by 28%.
The document discusses employee engagement and provides strategies for organizations to improve engagement. It notes that engagement requires more than just good management practices and outlines six factors that are important for sustainable engagement. These include ensuring authentic engagement rather than surface-level engagement, distributing engagement responsibilities widely throughout the organization, developing engagement strategies tailored for different employee groups, focusing on job design to give employees autonomy and purpose, distinguishing between engagement and involvement, and balancing engagement with risk-taking and experimentation. The document is part of a research program from the CIPD focused on sustainability, leadership, and building HR capabilities.
The document discusses coaching, defining it as a collaborative conversation between a coach and coachee to help the coachee access their own answers and find solutions. It explores the development of coaching and different types like business and executive coaching. It notes coaching is not mentoring, consulting, or therapy. Effective coaches have qualities like self-awareness and the ability to build relationships. Managers can adopt a coaching approach to develop employees. Bringing a culture of coaching to an organization requires commitment at all levels. Coaching benefits organizations by increasing commitment, communication, and productivity while decreasing turnover.
This document discusses how organizations need to prepare for the next generation workforce by changing their hiring, onboarding, and engagement practices. It notes that this next generation workforce has different characteristics than previous generations as they have grown up with new technologies. It argues organizations need to build a capacity for collaboration, both internally and externally, and leverage new technologies to improve performance. It provides examples of how some companies have successfully adapted their practices to engage this new workforce.
The document provides a report on research conducted to analyze sales training for a UK multi-national company with 45,000 employees across 12 business units. The research sought to identify the necessary skills for complex sales situations.
It identifies 6 stages in a complex sales cycle and the key skills needed at each stage, such as identifying customer needs, evaluating options, addressing concerns. It reviews 7 major sales training programs and finds they focus more on manipulation than influencing customers. The report concludes with recommendations for training to develop a salesperson's skills matching the identified stages of the complex sales cycle.
Barker Hoffmann is a worldwide management consultancy that provides customized solutions to address clients' unique business needs. It has partnered with successful organizations across various industries and countries in Asia Pacific. Barker Hoffmann draws on 30 years of experience and a global network to help clients transform challenges into growth opportunities through strategic management, HR solutions, leadership development, and other services. Its goal is to make organizations more effective and efficient through sustainable performance improvement.
This document summarizes research on management competencies that enhance employee engagement. It conducted interviews and a content analysis to develop an employee engagement management competency framework. The framework identifies behaviors that managers need to demonstrate to increase employee engagement. These include treating employees with appreciation and respect, developing employees' skills, seeking employee input, and acting consistently with organizational values to build trust. The research aims to provide practical guidance for organizations to help managers strengthen core skills that support higher employee engagement and better business performance.
The document discusses emerging consumer trends and hot business opportunities for 2011, highlighting growing markets in childcare services, mobile apps, food trucks, and brain gyms. It notes that Generation Y (ages 18-30) are big spenders, with $11 billion in annual spending, and that 2011 is a favorable time to start a business due to demographic shifts, economic recovery, and innovative new ideas.
Adopting an asian lens to talent developmentRye Cruz
The document discusses the challenge companies face in developing Asian leadership talent. It notes a perceived "leadership gap" where few Asians rise to leadership roles, and Asian perspectives are underrepresented at headquarters. Data from companies found low Asian representation at board and executive levels, but higher representation in regional and local senior management. The document calls on companies to better understand, appreciate, and leverage Asian talent by adopting approaches suited to Asian cultural contexts.
This document provides 12 predictions for strategic human resources and talent management in 2012. It begins with an overview of how technology has radically changed work by enabling borderless communication and collaboration.
The predictions are:
1) The global workforce imbalance between fast-growing emerging markets and slower-growing developed markets will drive a new focus on talent acquisition. Skills gaps and increased specialization are exacerbating hiring challenges.
2) Organizations will focus on creating a "globally local" or "glocal" model for HR to think and operate globally while empowering local teams.
3) Talent acquisition will join the talent management function to address skills gaps and the large number of resumes received for each open
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
1. Bahnhofstr. 25, 70734 Fellbach, Germany +49 711 248 6078 www.stinsontraining.com
The Difference between Coaching, Training and Consulting
Many people ask me what is the difference between coaching, training, consulting and even
sometimes the difference between coaching and therapy. I read an explanation once, and it
was very helpful for me in understanding these differences.
Apply the question to a real life situation: trying to learn how to ride a bike.
Trainer
The trainer might approach the situation by asking you to attend a half-day or all-day session
to “learn” how to ride a bike. He or she might stand at the front of the room facing you and
perhaps a group of other people, and show powerpoint slides or flipcharts regarding all the
aspects of what bike riding entails. He/she might use pictures of people riding, and also give
out handouts with the procedural steps of how to ride a bike. He or she might also prepare a
hands-on experience where you and the other participants have the opportunity to get on a
bike and help each other try out some of the things you’ve learned. With these basics, you
will be sent home to continue trying out on your own that which you learned together.
Consultant
The consultant would most likely stand by watching you ride your bike (or perhaps watch a
video of you riding your bike). After that session, the consultant would sit down with you and
give you tips based on the latest research on what you need to change or do better while
riding a bike. He or she might also give you written instructions to use at a later date. Then
the consultant would leave you to implement on your own the information you’ve received.
Therapist
The therapist will sit with you and ask about your family history regarding riding bikes and
ask how you reacted to bike riding as a child. He or she might spend a lot of time asking
about your feelings during bike riding; and he or she will spend time helping you to release
any negativity based in past experience you have toward bike-riding in general.
Coach
The coach will begin by spending time with you exploring the reasons why you want to ride a
bike in the first place. He or she will be checking to see if you are truly committed to bike
riding and if there are any hidden things which will stand in the way of your future success.
The coach will help you develop a picture of what successful bike riding entails and then will
go with you a few times while you ride your bike. During each bike riding session, your coach
will check in with you to determine how you are getting along with the new process. After
each bike riding session, the coach will help you compare your reality in bike riding to the
picture you developed and help you determine if there are any discrepancies in the two. The
coach will work with you until you have determined that bike riding is definitely for you and
that you have everything necessary you need to be a successful bike rider.
Each of the above roles has a positive place in our work environment. It is up to you to
choose which would work best for your present needs. (My personal thanks to one of my first
coaching trainers, Michael Stratford, for giving me this insight. The trainer information above
was added by me.)
To learn more about putting these tips into action, visit my webpage
or give me a call anytime. I’m happy to answer your questions.
Peggy Stinson