Empowering and motivating
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Empowering medical students and improving healthcare by motivating people through an achievement-focused work environment rather than monetary rewards. Bosses cannot directly motivate staff but creating the right environment can. To empower others, treat people as unique individuals, build trust over time, focus on problem-solving rather than dictating answers, and recognize what is working well rather than focusing only on problems.
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Change starts with each and every one of us. We truly can be the change that we want to see. On individual level we have to work on our own Emotional intelligence: Self-awareness, Self-regulation, Motivation, Empathy & Social Skills (Goleman, Boyatzis, & McKee, 2015) . On team levels we have to create a positive and supportive learning culture. It isn’t about big things, it’s about the power of small wins (Amabile & Kramer, 2013), unleashing your signature presence (Cramer, Wasiak, Enslow & Foster, 2015) and introducing the power of appreciation and appreciative inquiry (Barrett & Fry, 2008). Don’t look back, but look forward and start connecting with each other look at your qualities and those of others. The godfather of Appreciative Inquiry Prof. Suresh Srivastva called it ‘the life giving forces of an organizations!’.
20 ways to motivate your employees
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The Talent Factor: Coaching for Success
Organizational excellence is dependent on the successful performance of employees. Coaching for success leverages individual strengths to meet organizational needs. Employee performance is enhanced through a research-based coaching process which includes a targeted goal, structured support, deliberate practice and focused feedback.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
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and accordingly bankruptcy一比一原版(philau毕业证书)美国费城大学毕业证如何办理
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9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
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Empowering and motivating
- 1. EMPOWERING
- 2. WHY ?
- 3. Empowering medical students, improving the nation’s health
- 4. You are the person in CHARGE
- 5. Motivation? Doing things for someone. Giving time off Giving bonuses Free travel Paying money Free yacht
- 6. Based on a research… … that kind of prizes contain a seed for demotivation. -Frederick Herzberg-
- 7. It’s about the work you empower people to do for you
- 9. Motivate people to work harder and perform at their best.
- 11. Motivators
- 13. Bosses can’t motivate staffs, but the environment can.
- 14. TIPS !!
- 15. Motivation VS Reward Motivation is internal reward Reward makes people grow more
- 16. People = natural problem-solver Makes everyone is heard
- 17. Build Trust! It takes time Focus to person, not task Every person is unique: ask them! Don’t intimidate or scare people
- 18. You’re the coach Problem solver – provide answers Tutor, mentor – ask questions Problem-based learning
- 19. Focus on what’s working
- 20. …the last
- 21. Awards are good
- 22. Questions?