Enhance Personal Effectiveness & Communicate More EffectivelyCertified Coaches
Well, we all know that to become an effective individual it’s very essential to improve our personal effectiveness. This Personal effectiveness integrates some ideas from the power of positive thinking. There are some excellent skills that help to become an effective individual. Set an appropriate purpose, hang out with positive people, plan perfectly, learn to manage the works within the time and many other skills you should develop in order to become more effective.
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
Enhance Personal Effectiveness & Communicate More EffectivelyCertified Coaches
Well, we all know that to become an effective individual it’s very essential to improve our personal effectiveness. This Personal effectiveness integrates some ideas from the power of positive thinking. There are some excellent skills that help to become an effective individual. Set an appropriate purpose, hang out with positive people, plan perfectly, learn to manage the works within the time and many other skills you should develop in order to become more effective.
Developing Assessment Development Center.pdfSeta Wicaksana
An assessment center is a tool to evaluate an individual’s suitability for specific job roles.
It includes several exercises like aptitude tests, personality evaluations, virtual assessment center case study simulators, and interviews.
It helps organizations better predict candidate performance and potential for a proposed position.
On the other hand, a development center in HRM is used for organizational initiatives such as training needs identification, high-potential identification, leadership development, and succession planning.
مؤشرات انخفاض الدافعية عند الموظفين
معنى القيادة
معنى التحفيز والفرق بينه وبين الدافعية
ما هي الأحتياجات التي تدفع الموظف للعمل ؟
أنواع الحوافز
شروط تقديم ونجاح الحوافز
كيفية تقويم الأداء لوضع نظام للحوافز
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
Diseño de actividades colaborativas en líneapmultimedia
Presentación sobre el Diseño de actividades colaborativas en línea en el marco de V Jornada de colaboradores docentes del programa del Máster Educación y TIC (e-Learning) de la UOC
El eAssessment se conceptualiza como la evaluación del aprendizaje que tiene lugar en contextos virtuales y está apoyada en el uso intensivo y extensivo de las tecnologías de la Información y la Comunicación (TIC).
La incorporación de las TIC a los procesos de aprendizaje propicia un cambio de cultura evaluativa. Este escenario permite pasar de modelos de evaluación centrados en la transmisión de calificaciones en sistemas más participativos por parte de todos los actores del proceso de aprendizaje. El uso de herramientas e instrumentos de evaluación en línea puede ayudar a promover un seguimiento más continuado y formativo. En este sentido se muestra como ejemplo la asignatura del itinerario de docencia en línea del Máster de Educación y TIC "Evaluación en línea: herramientas y estrategias" de la UOC.
مؤشرات انخفاض الدافعية عند الموظفين
معنى القيادة
معنى التحفيز والفرق بينه وبين الدافعية
ما هي الأحتياجات التي تدفع الموظف للعمل ؟
أنواع الحوافز
شروط تقديم ونجاح الحوافز
كيفية تقويم الأداء لوضع نظام للحوافز
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
Diseño de actividades colaborativas en líneapmultimedia
Presentación sobre el Diseño de actividades colaborativas en línea en el marco de V Jornada de colaboradores docentes del programa del Máster Educación y TIC (e-Learning) de la UOC
El eAssessment se conceptualiza como la evaluación del aprendizaje que tiene lugar en contextos virtuales y está apoyada en el uso intensivo y extensivo de las tecnologías de la Información y la Comunicación (TIC).
La incorporación de las TIC a los procesos de aprendizaje propicia un cambio de cultura evaluativa. Este escenario permite pasar de modelos de evaluación centrados en la transmisión de calificaciones en sistemas más participativos por parte de todos los actores del proceso de aprendizaje. El uso de herramientas e instrumentos de evaluación en línea puede ayudar a promover un seguimiento más continuado y formativo. En este sentido se muestra como ejemplo la asignatura del itinerario de docencia en línea del Máster de Educación y TIC "Evaluación en línea: herramientas y estrategias" de la UOC.
Eines 2.0 per organitzar-nos i treballar en xarxaMònica Ramoneda
A la Xarxa hi podem trobar un ampli ventall de recursos útils i gratuïts que ens permetran desenvolupar les nostres tasques professionals quotidianes de manera més eficient. Internet ens permet crear una oficina virtual amb la possibilitat de millorar la nostra organització i treballar en xarxa. Cal entendre el valor afegit de treballar en xarxa i aprendre a discriminar aquelles eines online que ens faciliten les tasques professionals quotidianes de les que ens compliquen la vida
Trends and Insights in non-profit technology from Great Britain and the US (#...Purple Vision
Keith Collins and Alexander Kopetzky from Purple Vision share trends and insights in non-profit technology from the UK (Great Britain) and USA.
Speaking on 20 May at the Deutscher Fundraising Kongress 2015 (DFK15), with Salesforce Foundation, Keith, Alex and Vicky share the potential for a number of simple tools and integrations to have a high impact on the performance of your fundraising and non-profit operations.
Model didàctics de treball en grup i aprenentatge col.laboratiu / cooperatiu...PERE MARQUES
Treballs en grup i aprenentatge col.laboratiu/cooperatiu
Per què aprendre i treballar amb TIC?
Quines TIC tenim?
Qui es el nou paradigma formativ de l’Era Internet?
Models didàctics de treball en grup amb TIC
Diseny: activitat grupal amb TIC en el marc del currículum bimodal
Presentació d'Eva Gea utilitzada en el taller: Eines web 2.0 aplicades a l'aprenentatge, de la Jornada de tècniques i recursos didàctics per a formadores i formadors interns. Barcelona, EAPC, 15 de juliol de 2009.
Present i futur del treball col·laboratiu a l'Administració pública: l'experiència del programa Compartim. Reunió d'experts 10.7.2009: Aprenentatge social i obert a les administracions públiques (Dolors Reig)
Pònència 'Communities and networks. CoPs i xarxes professionals' presentada per Stephen Downes al VII Seminari especialitzat en gestió del coneixement. Centre d'Estudis Jurídics i Formació Especialitzada, 7 de juliol de 2009
Presentación del programa Key competences for All en el marco de las Jorandas de Dinamización de Internet social, celbrado en el Auditorio de Telefónica - Barcelona el 28 de octubre 2011
El treball col·laboratiu en xarxa. Eines 2.0 per a projectes culturals
1. TREBALL COL·LABORATIU I EN XARXA: EINES 2.0 PER A LA PLANIFICACIÓ, GESTIÓ COL·LABORATIVA I COMUNICACIÓ DE PROJECTES CULTURALS Margalida Castells ALEA Serveis Professionals SL [email_address] Professora Associada de la UIB Interpretació del Patrimoni / Master en Gestió Cultural UOC-UIB-UDG Pedagogia Aplicada i Psicologia de l’Educació
8. 1. TREBALLAR EN XARXA Font: Gràfic esquerra: http://www.club-internet.fr/encyclopedie Gràfic dreta, Paul Baran.
9.
10. 1. TREBALLAR EN XARXA Definició Entenem treball en xarxa com el treball sistemàtic de col·laboració i complementació entre recursos que tenen un mateix objectiu. Membre (individual o organització) > Grup > Equip > Xarxa Director del projecte > Rol dels membres de la comunitat > Col·laborador(s) Organització > Lloc de feina > Projecte > Tasca Estrategia > Processos > Persones > Tecnologia Mecanisme de funcionament Requereix d’un llarg procés de construcció d’un model derivat de la feina en equip. S’inicia amb la definició de les bases de feina per a 2 o més membres independents, amb un mateix objectiu. Successivament i segons les necessitats, s’incorporen al grup nous membres, constituïnt una comunitat El treball en xarxa genera coneixement, innovació i afavoreix el desenvolupament d’una metodologia de treball col·laboratiu pròpia del grup
11. 1. TREBALLAR EN XARXA Font: adaptació de Pimes en Xarxa: guia de treball en xarxa Esquema de treball en xarxa Relacions de comunitat Gestió del coneixement de la xarxa Identificar, seleccionar, especificar idees Recerca de col·laboradors Anàlisi de viabilitat Definició dels paràmetres de treball Desenvolupar protocols de treball Articular els recursos Gestió de projectes: definició de fites i fases, seguiment i tancament Gestió de comunicació del projecte Gestió del coneixement del projecte Identificar àrea especialització Identificar col·laboradors Decidir objectius del treball en xarxa Definir aportacions Detectar idees Difondre perfil dels participants Consolidar el treball en xarxa Construir l’operativa de treball Construir la xarxa