The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
July 2022 Venture Leadership - Session 5.pptxGeorgiaPinner
This document discusses leadership skills including organizing teams, motivating individuals, and setting goals for organizations and teams. It provides guidance on using assessments to understand employee strengths and blind spots. Organizational leadership is defined as helping set strategic goals while motivating individuals to achieve them. Self-leadership allows influencing others to meet organizational goals. Creating a winning culture involves improving people performance and approaches to business performance.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
The document discusses leadership skills including organizational leadership, team leadership, and individual leadership. It provides information on using assessments to make objective hiring and placement decisions. Specific leadership goals are identified like setting strategic goals for an organization, building cohesive teams, and motivating individuals. Additional topics covered include creating a winning culture, improving people and business performance, and different leadership styles.
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are
The document discusses various theories and strategies for motivating employees, including:
1. Maslow's hierarchy of needs and McGregor's XY theory which propose that individuals are motivated by both intrinsic and extrinsic factors such as achievement, recognition, responsibility, and growth.
2. McClelland's motivational needs theory which identifies the needs for achievement, affiliation, and power. Job design should match employees' motivational needs to reduce tension.
3. Strategies like performance appraisals, compensation, employee engagement programs, trust-building, and recognition can be used to motivate employees. Ensuring challenging work, feedback, learning opportunities, and a supportive environment also enhances motivation.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
July 2022 Venture Leadership - Session 5.pptxGeorgiaPinner
This document discusses leadership skills including organizing teams, motivating individuals, and setting goals for organizations and teams. It provides guidance on using assessments to understand employee strengths and blind spots. Organizational leadership is defined as helping set strategic goals while motivating individuals to achieve them. Self-leadership allows influencing others to meet organizational goals. Creating a winning culture involves improving people performance and approaches to business performance.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
The document discusses leadership skills including organizational leadership, team leadership, and individual leadership. It provides information on using assessments to make objective hiring and placement decisions. Specific leadership goals are identified like setting strategic goals for an organization, building cohesive teams, and motivating individuals. Additional topics covered include creating a winning culture, improving people and business performance, and different leadership styles.
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.
This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are
The document discusses various theories and strategies for motivating employees, including:
1. Maslow's hierarchy of needs and McGregor's XY theory which propose that individuals are motivated by both intrinsic and extrinsic factors such as achievement, recognition, responsibility, and growth.
2. McClelland's motivational needs theory which identifies the needs for achievement, affiliation, and power. Job design should match employees' motivational needs to reduce tension.
3. Strategies like performance appraisals, compensation, employee engagement programs, trust-building, and recognition can be used to motivate employees. Ensuring challenging work, feedback, learning opportunities, and a supportive environment also enhances motivation.
The document discusses key topics related to leadership, including:
1) The difference between leading and managing, with leading focusing more on motivating teams and managing focusing more on tasks and outcomes.
2) The importance of leading yourself well by asking for help, protecting your own well-being, and knowing your limits.
3) The eight key strengths that build trust in leadership: clarity, compassion, character, contribution, competency, connection, commitment, and consistency.
4) When to apply management versus leadership, with management used more for crises and processes, and leadership when teams are already performing well.
“Do not wait; the time will never be ‘just right.’ Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along.” —George Herbert
This document discusses coaching as an effective leadership strategy. It suggests that coaching can help build others' capacity rather than just training or telling people what to do. The session aims to help participants distinguish between capacity building and management strategies and recognize elements of effective coaching. Coaching as a leader involves asking questions to help others examine their thinking and expand their abilities to achieve goals. It should tap into intrinsic motivation and involve building trust through active listening, questioning, and modeling behaviors.
This document provides an overview of a self-study presentation on Leadership 101. After completing the course, participants will be able to identify key leadership characteristics, build trust with employees, promote teamwork, act decisively in crises, and demonstrate leadership. The course covers traits like having and sharing a vision, pursuing excellence, effective communication, trustworthiness, building confidence, enthusiasm, and serving others. Modules will explore leadership lessons from favorite teachers and define and develop key leadership skills and behaviors.
This document provides an overview of interpersonal managing skills (IMS) and their importance. It discusses key IMS components like clarifying and confirming communications, providing balanced feedback, effective discussion skills, managing differences, and crediting others. These skills are said to be important for influencing job performance, recognizing contributions, and resolving conflicts. Examples are given for how to apply each skill appropriately. The benefits of IMS include improved productivity, quality, coaching, performance, innovation, and building alliances.
The document discusses key concepts of total quality management (TQM) including employee involvement and empowerment. Under TQM, employees are empowered to identify and correct quality problems rather than fearing punishment. Effective motivation strategies include teamwork, training, recognition, feedback and empowerment. Several theories on employee motivation are described, including Theory X, Theory Y and Theory Z. Teams are formed to accomplish more work and objectives, though teamwork does not come naturally and management must foster compatibility and cooperation among team members.
Delegating Styles _ Materi Training "LEADERSHIP for Manager & Supervisor"Kanaidi ken
This document discusses different styles of delegation. It defines delegation as giving another person a task while remaining ultimately responsible. There are four main delegation styles described: green focuses on tasks over people, blue balances both tasks and people, red focuses on people over tasks, and yellow avoids responsibility. Successful delegation makes work easier, improves efficiency, increases effectiveness, develops employees, and ensures the right people do the right jobs. Five principles of delegating power are also outlined: match people's strengths to tasks, give full responsibility and power upfront, different approaches work for different people, check-in levels can vary, and allowing mistakes allows discovery. The delegating leadership style turns over decision making and problem solving to followers, who then decide the leader
This document discusses leadership. It begins by introducing the presenter, Dr. Razan Yassin, and outlines the learning objectives of understanding leadership concepts, importance, functions, roles, and traits. It defines leadership as influencing others and lists important leadership functions as making plans and forecasts, organizing work, commanding people, coordinating resources, and controlling activities. Key leadership traits include honesty, ability to delegate, communication skills, sense of humor, confidence, commitment, and positive attitude. Effective leadership systems involve leading people with purpose and trust, managing change and creativity, meeting customer needs, managing information, managing activities and resources, and self management.
The document discusses various perspectives on leadership. It provides definitions of leadership from management gurus like Peter Drucker, Warren Bennis, and Bill Gates. It notes that there is no single definition of leadership and definitions may vary between people. It explores the debate on whether leaders are born or made and provides arguments for both sides. The document then gives recommendations for behaviors of a good leader, including taking responsibility, effective communication, empowering others, and leading by example. It discusses the importance of hierarchy, accountability, and delegation in organizations.
The document discusses various perspectives on leadership. It provides definitions of leadership from management gurus like Peter Drucker, Warren Bennis, and Bill Gates. It notes that there is no single definition of leadership and definitions may vary between people. It explores the debate on whether leaders are born or made and provides arguments for both sides. The document then gives recommendations for behaviors of a good leader, including taking responsibility, effective communication, empowering others, and leading by example. It discusses the importance of hierarchy, accountability, and delegation in organizations.
The document discusses employee motivation and the 4-Drive Model of motivation proposed by Lawrence and Nohria. The 4 drives are: acquire, bond, comprehend/be challenged, and defend. Motivation is the force that drives our actions. The 4-Drive Model can help employers understand how to tap into employee motivation by impacting each of the four drives through strategies like rewards/recognition, company culture and teamwork, job design/training, and reputation/transparency. Impacting the four drives in this way can increase employee effort, retention, persistence, creativity, and focus.
SMART LEADERSHIP (Situational Leadership) TrainingKanaidi ken
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II
This document discusses theories and strategies for motivating employees. It covers:
1. Common motivational theories like Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory on achievement, affiliation and power.
2. Factors that motivate people like achievement, responsibility, recognition and learning/growth opportunities.
3. Strategies for organizations to motivate employees such as performance appraisals, positive reinforcement, effective rewards systems, and engaging employees.
4. The importance of employee engagement for customer loyalty, profits and business success.
This document discusses theories and strategies for motivating employees. It covers:
1. Common motivation theories including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2. Factors that motivate people such as achievement, responsibility, recognition, feedback, and learning/growth opportunities.
3. Strategies for motivating employees including trust-building, promoting pride in work, team-building activities, performance appraisals, positive reinforcement, and satisfying needs.
Driving Employee Motivation A New Theoryguesta67203
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending their beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture, job design, and building a strong reputation.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending important ideas or beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture and values, job design, and building employee reputation.
Leadership is the ability to influence others to achieve organizational goals, which requires skills like vision, motivation, and setting an example. Good leaders also establish trust by communicating effectively, caring for employees, recognizing their contributions, and ensuring tasks are understood and accomplished. The principles of leadership include knowing yourself, being technically proficient, making timely decisions, training employees as a team, and dealing with criticism constructively.
5 Keys to Social Leadership Development - Webinar 04.23.14BizLibrary
What does leadership even look like today? What are the opportunities for learning and development in our more collaborative and social workplaces? And how can we adapt, move forward and develop leaders well-equipped to thrive in this fast changing world?
www.bizlibrary.com/webinars
This document provides information on coaching, mentoring, and interventions. It discusses:
1) The goals of coaching and mentoring including acting like a coach/mentor, understanding their roles and techniques, and expanding abilities.
2) Key aspects of coaching including understanding the employee, their skills/goals, and helping them achieve goals aligned with organizational goals.
3) Techniques for different types of interventions including counseling, encouraging, coaching/mentoring, and confrontation.
4) Conflict handling behaviors such as accommodation, compromise, collaboration, competition, and avoidance.
The document discusses key topics related to leadership, including:
1) The difference between leading and managing, with leading focusing more on motivating teams and managing focusing more on tasks and outcomes.
2) The importance of leading yourself well by asking for help, protecting your own well-being, and knowing your limits.
3) The eight key strengths that build trust in leadership: clarity, compassion, character, contribution, competency, connection, commitment, and consistency.
4) When to apply management versus leadership, with management used more for crises and processes, and leadership when teams are already performing well.
“Do not wait; the time will never be ‘just right.’ Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along.” —George Herbert
This document discusses coaching as an effective leadership strategy. It suggests that coaching can help build others' capacity rather than just training or telling people what to do. The session aims to help participants distinguish between capacity building and management strategies and recognize elements of effective coaching. Coaching as a leader involves asking questions to help others examine their thinking and expand their abilities to achieve goals. It should tap into intrinsic motivation and involve building trust through active listening, questioning, and modeling behaviors.
This document provides an overview of a self-study presentation on Leadership 101. After completing the course, participants will be able to identify key leadership characteristics, build trust with employees, promote teamwork, act decisively in crises, and demonstrate leadership. The course covers traits like having and sharing a vision, pursuing excellence, effective communication, trustworthiness, building confidence, enthusiasm, and serving others. Modules will explore leadership lessons from favorite teachers and define and develop key leadership skills and behaviors.
This document provides an overview of interpersonal managing skills (IMS) and their importance. It discusses key IMS components like clarifying and confirming communications, providing balanced feedback, effective discussion skills, managing differences, and crediting others. These skills are said to be important for influencing job performance, recognizing contributions, and resolving conflicts. Examples are given for how to apply each skill appropriately. The benefits of IMS include improved productivity, quality, coaching, performance, innovation, and building alliances.
The document discusses key concepts of total quality management (TQM) including employee involvement and empowerment. Under TQM, employees are empowered to identify and correct quality problems rather than fearing punishment. Effective motivation strategies include teamwork, training, recognition, feedback and empowerment. Several theories on employee motivation are described, including Theory X, Theory Y and Theory Z. Teams are formed to accomplish more work and objectives, though teamwork does not come naturally and management must foster compatibility and cooperation among team members.
Delegating Styles _ Materi Training "LEADERSHIP for Manager & Supervisor"Kanaidi ken
This document discusses different styles of delegation. It defines delegation as giving another person a task while remaining ultimately responsible. There are four main delegation styles described: green focuses on tasks over people, blue balances both tasks and people, red focuses on people over tasks, and yellow avoids responsibility. Successful delegation makes work easier, improves efficiency, increases effectiveness, develops employees, and ensures the right people do the right jobs. Five principles of delegating power are also outlined: match people's strengths to tasks, give full responsibility and power upfront, different approaches work for different people, check-in levels can vary, and allowing mistakes allows discovery. The delegating leadership style turns over decision making and problem solving to followers, who then decide the leader
This document discusses leadership. It begins by introducing the presenter, Dr. Razan Yassin, and outlines the learning objectives of understanding leadership concepts, importance, functions, roles, and traits. It defines leadership as influencing others and lists important leadership functions as making plans and forecasts, organizing work, commanding people, coordinating resources, and controlling activities. Key leadership traits include honesty, ability to delegate, communication skills, sense of humor, confidence, commitment, and positive attitude. Effective leadership systems involve leading people with purpose and trust, managing change and creativity, meeting customer needs, managing information, managing activities and resources, and self management.
The document discusses various perspectives on leadership. It provides definitions of leadership from management gurus like Peter Drucker, Warren Bennis, and Bill Gates. It notes that there is no single definition of leadership and definitions may vary between people. It explores the debate on whether leaders are born or made and provides arguments for both sides. The document then gives recommendations for behaviors of a good leader, including taking responsibility, effective communication, empowering others, and leading by example. It discusses the importance of hierarchy, accountability, and delegation in organizations.
The document discusses various perspectives on leadership. It provides definitions of leadership from management gurus like Peter Drucker, Warren Bennis, and Bill Gates. It notes that there is no single definition of leadership and definitions may vary between people. It explores the debate on whether leaders are born or made and provides arguments for both sides. The document then gives recommendations for behaviors of a good leader, including taking responsibility, effective communication, empowering others, and leading by example. It discusses the importance of hierarchy, accountability, and delegation in organizations.
The document discusses employee motivation and the 4-Drive Model of motivation proposed by Lawrence and Nohria. The 4 drives are: acquire, bond, comprehend/be challenged, and defend. Motivation is the force that drives our actions. The 4-Drive Model can help employers understand how to tap into employee motivation by impacting each of the four drives through strategies like rewards/recognition, company culture and teamwork, job design/training, and reputation/transparency. Impacting the four drives in this way can increase employee effort, retention, persistence, creativity, and focus.
SMART LEADERSHIP (Situational Leadership) TrainingKanaidi ken
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II
This document discusses theories and strategies for motivating employees. It covers:
1. Common motivational theories like Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory on achievement, affiliation and power.
2. Factors that motivate people like achievement, responsibility, recognition and learning/growth opportunities.
3. Strategies for organizations to motivate employees such as performance appraisals, positive reinforcement, effective rewards systems, and engaging employees.
4. The importance of employee engagement for customer loyalty, profits and business success.
This document discusses theories and strategies for motivating employees. It covers:
1. Common motivation theories including Maslow's hierarchy of needs, McGregor's XY theory, and McClelland's motivational needs theory focused on achievement, affiliation, and power.
2. Factors that motivate people such as achievement, responsibility, recognition, feedback, and learning/growth opportunities.
3. Strategies for motivating employees including trust-building, promoting pride in work, team-building activities, performance appraisals, positive reinforcement, and satisfying needs.
Driving Employee Motivation A New Theoryguesta67203
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending their beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture, job design, and building a strong reputation.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending important ideas or beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture and values, job design, and building employee reputation.
Leadership is the ability to influence others to achieve organizational goals, which requires skills like vision, motivation, and setting an example. Good leaders also establish trust by communicating effectively, caring for employees, recognizing their contributions, and ensuring tasks are understood and accomplished. The principles of leadership include knowing yourself, being technically proficient, making timely decisions, training employees as a team, and dealing with criticism constructively.
5 Keys to Social Leadership Development - Webinar 04.23.14BizLibrary
What does leadership even look like today? What are the opportunities for learning and development in our more collaborative and social workplaces? And how can we adapt, move forward and develop leaders well-equipped to thrive in this fast changing world?
www.bizlibrary.com/webinars
This document provides information on coaching, mentoring, and interventions. It discusses:
1) The goals of coaching and mentoring including acting like a coach/mentor, understanding their roles and techniques, and expanding abilities.
2) Key aspects of coaching including understanding the employee, their skills/goals, and helping them achieve goals aligned with organizational goals.
3) Techniques for different types of interventions including counseling, encouraging, coaching/mentoring, and confrontation.
4) Conflict handling behaviors such as accommodation, compromise, collaboration, competition, and avoidance.
Similar to Employee & Subordinate Motivating _Training "Effective Leadership and Supervisory" for Manager & Supervisor. (20)
Workshop "CSR & Community Development (ISO 26000)"_di BALI, 26-28 Juni 2024Kanaidi ken
Dlm wktu dekat, Pelatihan/WORKSHOP ”CSR/TJSL & Community Development (ISO 26000)” akn diselenggarakan di Swiss-BelHotel – BALI (26-28 Juni 2024)...
Dgn materi yg mupuni & Narasumber yg kompeten...akn banyak manfaat dan keuntungan yg didpt mengikuti Pelatihan menarik ini.
Boleh jga info ini👆 utk dishare_kan lgi kpda tmn2 lain/sanak keluarga yg sekiranya membutuhkan training tsb.
Smga Bermanfaat
Thanks Ken Kanaidi
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
9. Employee motivation in the workplace
• The job of a manager in the workplace is to get
things done through employees and subordinate.
• To do this the manager should be able to motivate
employees and subordinate.
• But that's easier said than done! Motivation practice
and theory are difficult subjects.
10. What is MOTIVATION ?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achieve a goal,
combined with the energy to work
towards that goal.
Motivasi merupakan satu penggerak dari
dalam diri seseorang untuk melakukan
atau mencapai sesuatu tujuan
Motivasi adalah kekuatan pendorong yg akan mewujudkan
suatu perilaku guna mencapai tujuan kepuasan dirinya
Motivasi adalah proses yang menjelaskan intensitas, arah,
dan ketekunan seorang individu untuk mencapai tujuan
tertentu
11. • Motivation is everything. You can do the work of two
people, but you can't be two people. Instead, you have to
inspire the next guy down the line and get him to inspire
his people.
• Motivation is the art of getting people to do what you
want them to do because they want to do it.
What is MOTIVATION ?
• Motivation is the willingness to exert high levels of effort
toward organizational goals, conditioned by the effort’s
ability to satisfy some individual need (Robbins, 1998).
(Motivasi merupakan kemauan untuk melakukan sesuatu
dengan upaya yang tinggi dalam mencapai tujuan
organisasi, yang dikondisikan oleh adanya upaya
individual untuk memuaskan kebutuhannya)
15. 1. Penegasan Diri
2. Ubah Cara Pandang
3. Keluar Dari Tempurung
4. Tentukan Kuota Ide
5. Ganti Kebiasaan
6. Beri Otak Makan
7. Catatan Ide
8. Tidak
Kiat-kiat Untuk Membuat Anda
Jauh Lebih Inovatif
17. History has given us many models
of Motivation…
Need for achievement
(n-ach)
Need for authority and
power (n-pow)
Need for affiliation (n-affil)
McClelland
Needs Based Motivational Model
Locke & Lathum
Goal Setting
• Make goals
Specific and
measureable
• Set challenging
goals
Set Goals
• Belief that goal
is attainable
• Incentive to
obtain goal
Goal
Commitment • Training and
skill
development
• Timetable
Action
Planning
Bandura
Self Efficacy
Self
Efficacy
Locus of
Control
Mastery
Exper-
iences
Affective
Control
Efficacy
Goal
Proximity
18. Physiological needs
(air, water, food, rest, exercise,etc)
Safety needs
(shelter, job security,
retirement plan, insurance)
Love and belonging
(children, friends,
partners)
Self esteem
(fame, recognition,
reputation, dignity)
Self
actualization
(Confidence,
achievements,
freedom)
Maslow
Hierarchy of Needs
Many models of Motivation…
20. Theory X
• Mengasumsikan bahwa kerja
didasari pada sikap malas, sering
membuat kesalahan dan secara
ekstrinsik dimotivasi oleh uang.
• Tidak pernah bisa dipercaya dan
selalu diawasi
• Untuk bekerja lebih banyak,
mereka harus diberikan uang.
21. Theory Y
• Mengasumsikan bahwa
tantangan dan kebebasan
yang ada, para pegawai
dimotivasi untuk mencapai
harga dirinya dan
menunjukkan kompetensi
dan kreativitas mereka.
23. Achievement Motivation
• Upaya seseorang untuk menguasai suatu tugas,
mencapai keunggulan, mengatasi hambatan,
melakukan sesuatu lebih baik dari yang lain dan
bangga dengan bakat yang dimiliki.
• Pengaruhnya pada:
– Pemilihan Aktivitas (Apa dan dengan Siapa)
– Upaya untuk mengejar sasaran (latihan)
– Intensitas (Seberapa keras Anda mencoba)
– Ketekunan (ulet & sabar)
24. The belief that it is important to meet or exceed a standard of
excellence.
Mc CLELLAND’S: N-ACHIEVEMENT (Prestasi)
Focus upon:
Out-performing others
Performing against internal standards of excellence
Achieving unique or innovative accomplishments
Long-range career planning
If you scored highest in Achievement:
You place importance on doing things
better, faster or in new ways
You want to use time well and get
frustrated by time-wasting
You can see organizational politics as a
waste of time
Given the choice of doing something
yourself or delegating, you would probably
choose to do it yourself
25. Focus upon:
Being liked, accepted and popular
Concern about separation or disruption of relationships
Seeing group tasks as primarily social activities
If you scored highest in Affiliation:
You place highest priority on avoiding
conflict and maintaining good relations
You are concerned about people’s feelings
You take time to socialize at work and are
in touch the ‘grapevine’
If you had to delegate to someone who
might resent the extra work, you would
most likely do it yourself
The belief that establishing and maintaining close,
friendly relationships is important
Mc CLELLAND’S: N-AFFILIATION (Berafiliasi)
26. The value for Power can take 2 forms:
1. Personalized Power – used for self-benefit
2. Socialized Power – used for the benefit of others
Focus upon:
Feeling – or being perceived as – strong, effective and influential
Taking forceful actions that affect people
Giving unsolicited support or advice
Influencing, persuading or making a point
If you scored highest in Power:
You are most concerned with having impact on events
and people
You make a point of understanding organizational
politics and influential relationships
When used as socialized power and given the choice of
doing something yourself or delegating, you would
prefer to let the other person complete the task so that
they can learn and develop.
Mc CLELLAND’S: N-POWER (Kekuasaan)
The belief that having an impact matters.
27. And for employees, we need
to understand how to tap
into that
Motive + Action
28. The 4-Drive Model
Employee Motivation
of
Lawrence & Nohria
2002
And we are just touching the
surface of it here
32. So lets see how we can
impact each of the
four drives
to improve
employee motivation
33. Acquire
Bond
Challenge &
Comprehend
Defend
• Reward Systems
• Recognition
• Perks
• Culture
• Teamwork
• Social events
• Job Design
• Training
• Big picture
• Reputation
• Focus on competition
• Transparency
34. Impact
Acquire thru
Reward
Anything to do
with…
Recognition
Anything to do
with…
Perks
Anything to do
with…
• Salary
• Incentives
• Benefits
• Time off
• Special
allowance
• Awards
• Thank yous
• Top of class
35. Culture
Anything to do
with…
Teamwork
Anything to do
with…
Social
Anything to do
with…
Improve
Bonding by
• Values
• Norms
•Daily behaviors
• Job structure
• Projects
• Support
• Gather
• Sports/teams
• Fun
36. Challenge &
Comprehend
Job Design
Anything to do
with…
Training
Anything to do
with…
Goals
Anything to do
with…
• Skill training
• People training
• Coaching
• Stretch goals
• Employee input
• Line of site
• Job sharing
• New challenges
• Mentoring
37. Reputation
Anything to do
with…
Threats
Anything to do
with…
Transparency
Anything to do
with…
Build the will
to Defend
• Current Issues /
Success
•Trust
• Competitors
• Environment
• Outside
• Company
• Group
• Personal/ideas