This document discusses various methods for assessing leadership. It begins by defining leadership and distinguishing it from management. It then covers leadership theories and factors like traits, behaviors, contingencies and transformational leadership. The document emphasizes the importance of assessing leadership for selection, promotion and development. It explores issues like validity, costs and portability. Finally, it provides details on assessment methods like interviews, assessments centers, questionnaires and inventories measuring traits, personality, cognitive ability and leadership.
This document discusses assessing leadership through identifying key leadership competencies and methods. It begins by defining leadership and the need to assess it for selection, promotion and development. It then covers leadership theories and models including trait, behavioral, contingency and transformational leadership. It discusses assessing cognitive ability, personality, integrity and leadership potential. Methods covered include assessment centers, interviews, tests and inventories. The document emphasizes the importance of validity, reliability, cost and practical application of assessment methods.
Dr. Leslie A. Korb is an Associate Professor of Management at Kentucky Wesleyan College. She has over 20 years of experience teaching management courses at the university level. Her educational background includes a PhD in Organization Studies from SUNY Albany and an MS in Organizational Behavior from the University of Hartford. In addition to her academic roles, Dr. Korb has consulting experience in organizational change, IT, training, and more. She is a member of several professional organizations and has authored and presented papers on topics including business ethics, organizational theory, and case research.
The document summarizes a panel discussion on critical leadership skills. It defines leadership and outlines 5 key leadership strategies that get results according to CEOs. It also identifies 7 important leadership skills from the Center for Creative Leadership, including leading employees, strategic planning, and inspiring commitment. The panelists then introduce themselves and take questions from the audience.
New research Insights into 'Organisation Culture Change' underpinned by Dynamic Systems Maturity Theory and introducing the most comprehensive model of Organisation Culture to emerge in 2020
The NEO PI-R is a personality inventory based on the Big Five personality dimensions. It was developed by Paul Costa and Robert McCrae to assess neuroticism, extraversion, openness, agreeableness, and conscientiousness. Each domain is composed of six facets and is widely used in research, counseling, and occupational settings. The inventory consists of 240 items measuring the five domains and can be completed in about 35 minutes. It has high reliability and validity and provides a well-researched measure of the major dimensions of adult personality.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
This document explains about how to maximize leadership, the importance of team in a leadership, skills to be developed to be a good leader, and so on....
The document discusses various models and frameworks for achieving organizational excellence. It emphasizes that organizational excellence is about people within a system being extremely good at achieving their purpose. It highlights key ingredients as leadership, systems thinking, people development and engagement, process excellence, knowledge management, change management, communication, team building, and project management. Leadership is identified as particularly important for setting the tone and defining the vision and strategy to guide the organization.
This document discusses assessing leadership through identifying key leadership competencies and methods. It begins by defining leadership and the need to assess it for selection, promotion and development. It then covers leadership theories and models including trait, behavioral, contingency and transformational leadership. It discusses assessing cognitive ability, personality, integrity and leadership potential. Methods covered include assessment centers, interviews, tests and inventories. The document emphasizes the importance of validity, reliability, cost and practical application of assessment methods.
Dr. Leslie A. Korb is an Associate Professor of Management at Kentucky Wesleyan College. She has over 20 years of experience teaching management courses at the university level. Her educational background includes a PhD in Organization Studies from SUNY Albany and an MS in Organizational Behavior from the University of Hartford. In addition to her academic roles, Dr. Korb has consulting experience in organizational change, IT, training, and more. She is a member of several professional organizations and has authored and presented papers on topics including business ethics, organizational theory, and case research.
The document summarizes a panel discussion on critical leadership skills. It defines leadership and outlines 5 key leadership strategies that get results according to CEOs. It also identifies 7 important leadership skills from the Center for Creative Leadership, including leading employees, strategic planning, and inspiring commitment. The panelists then introduce themselves and take questions from the audience.
New research Insights into 'Organisation Culture Change' underpinned by Dynamic Systems Maturity Theory and introducing the most comprehensive model of Organisation Culture to emerge in 2020
The NEO PI-R is a personality inventory based on the Big Five personality dimensions. It was developed by Paul Costa and Robert McCrae to assess neuroticism, extraversion, openness, agreeableness, and conscientiousness. Each domain is composed of six facets and is widely used in research, counseling, and occupational settings. The inventory consists of 240 items measuring the five domains and can be completed in about 35 minutes. It has high reliability and validity and provides a well-researched measure of the major dimensions of adult personality.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
This document explains about how to maximize leadership, the importance of team in a leadership, skills to be developed to be a good leader, and so on....
The document discusses various models and frameworks for achieving organizational excellence. It emphasizes that organizational excellence is about people within a system being extremely good at achieving their purpose. It highlights key ingredients as leadership, systems thinking, people development and engagement, process excellence, knowledge management, change management, communication, team building, and project management. Leadership is identified as particularly important for setting the tone and defining the vision and strategy to guide the organization.
Maslow's hierarchy of needs
Motivational theories
McGregor's assumptions
Alderfer ERG theory
Motivational need
Hezberg's two factor theory
Leadership theories
Behavioral Approaches to Leadership
Presented at the SIETAR 2015 Europa Intercultural Congress in Valenia, offering important insights into Organizational Culture & Assessment of Global Leadership Competencies and the GLOBE study.
To discuss training and online resources, email support@pario-innovations.com
The document discusses various future roles and responsibilities for human resources professionals. It lists potential HR positions including managing outsourcing contracts, serving as an ethics officer or knowledge officer, conducting due diligence, and supporting corporate boards. It also mentions roles like talent acquisition specialist, communications specialist, and HR metrics/data mining specialist. The document emphasizes strategic focuses for HR like organizational development, business integration, change management, and HR planning.
Open Badges for Work - Making Learning VisibleDon Presant
An exploration of the convergence of micro-credentials, open badges, badge passports and eportfolios for workplace human capital development. Tons of examples and ideas.
Part of a series on Open Badges for different audiences by Learning Agents. Embedded at bit.ly/openbadges4work with other resources and pages.
Moved from a duplicate account (http://www.slideshare.net/donpresant9)
MM Bagali.............HR and Management research, PhD, Research....2015......dr m m bagali, phd in hr
This document discusses various topics related to human resources research including objectives of HR research, challenges for HR chiefs, trends in HR research reporting from 2011-2012, and questions that are important for HR's future. It provides an overview of common objectives of HR research such as addressing gaps in existing literature, exploring overlooked areas, and developing new and testing old theories. It also summarizes surveys on the biggest challenges for HR chiefs, including talent acquisition, succession planning, and compensation and benefits. Finally, it lists five questions that are important for HR's future around alignment with business, developing leadership, assessing future talent needs, incentive structures, and adopting new technologies.
Session 2 - Early Leadership Theories.pptxssuserde1c26
Early theories of leadership focused on traits, behaviors, and situations. Trait theories proposed that great leaders possess certain innate qualities and traits, but this approach was criticized for failing to identify a definitive list of traits. Behavioral theories examined task-oriented and relationship-oriented leadership styles, but found no universal best style. Situational theories like Hersey-Blanchard and Fiedler's contingency theory proposed that leadership style should match aspects of the situation like employee readiness or task structure, position power, and leader-member relations. More recent models emphasize leadership capabilities and skills over traits, behaviors, or situations.
The document summarizes research from the Plank Center for Leadership in Public Relations on models of excellent leadership in communication management. The research developed a six-dimension model of leadership including vision, ethics, collaboration, communication abilities, global perspective, and continuous learning. Surveys of over 4,000 practitioners found the most important qualities of leaders were vision, ethics, and collaboration. Leaders reported developing most through on-the-job experiences, mentors, and formal education. The research also found some differences in perceptions of leadership between gender and organization size.
Communication Management and the Leadership Challengekkgower
The document summarizes research from the Plank Center for Leadership in Public Relations on models of excellent leadership in communication management. The research developed a six-dimension model of leadership including vision, ethics, collaboration, communication, intelligence, and external awareness. Surveys of over 4,000 practitioners found the most important qualities were vision, ethics, and collaboration. Leaders reported developing through on-the-job experiences, mentors, and formal education. The research also found differences in perceptions of ideal versus real organizational culture to support leadership.
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey ResultsStefan Wolpers
The slide-deck summarizes the preliminary findings from a survey among agile practitioners what factors influence the maturity of an agile transition at an organizational and at a team level.
SURVEY INTRODUCTION 2017-10-19:
“This was the best sprint we have ever had. We are becoming (more) agile.” Somehow, a sense of progress always seems to be fuzzy notion when it comes to ‘agile.’ And the question at the heart of all of it is always the same: How do we find out that we are ‘agile’ and are not merely practicing a form of cargo cult version of it?
Providing a path to an ultimate state of being has been a core principle of many teachings in philosophy, sociology, politics, and religion: If you follow this code, if you accept the guidance of your life by the following rules everything will be fine. (And for everyone’s convenience, we provide you with a book, a guide, and probably even a checklist.)
To no one’s surprise, the agile world is not exempt from that. What started with the Manifesto for Agile Software Development — four values and twelve principles that fit on a single page —, was followed by the still light-weight Scrum Guide. Today, the caliber of teaching has changed — just have a look the big picture diagram of SAFe® — and even in the agile world, the path to the promised land seems to be meticulously laid out.
Help us to understand better what the goal of becoming ‘agile’ means for an organization by contributing to this short anonymous survey. It will not take more than five minutes of your valued time. Of course, the results of the survey will be shared at a later stage.
This document discusses how to build a competency-based talent management system. It describes defining competencies through critical incident debriefs and expert discussions. Commercial models are discussed that include competencies differentiated high and average performers. Profiles should be tailored to different levels and consider performance, potential, and timeframe. Assessments can vary in terms of ownership, format, scope, perspective, and distribution method. The goal is to attract, select, develop, deploy, and retain top talent through an integrated talent management system based on competencies.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
This document discusses cognitive architectures for physical agents. It provides an overview and background on cognitive architectures, examples of some existing architectures like Soar, ACT-R, PRODIGY and ICARUS, the key capabilities they aim to enable like perception, decision making, problem solving and learning. It also discusses important properties of cognitive architectures related to knowledge representation and utilization. The document outlines criteria for evaluating architectures and some open issues remaining around capabilities like episodic memory, natural language, emotions and enhanced learning abilities.
USAID Knowledge Management Building Blocksgvaughan
This document summarizes a World Bank knowledge sharing event on building blocks and stumbling blocks for knowledge management. The event included panel presentations on various frameworks related to KM, including culture, change management, governance, and measurement. It then outlined small group discussion tasks for participants to discuss the implications of these frameworks based on their experiences. The overall goal was to share perspectives on KM and develop recommendations to improve how knowledge is managed and shared within organizations and across networks.
Improving the Employee Experience with HR TechTom Haak
On August 22, 2019, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a Masterclass for clients and relations of Effectory (https://effectory.com). These are the slides he used.
Leadership Development in Manufacturing - World Trade Group Presentation 2012Pablo Cussatti
Manufacturing requires an equal balance of People, Assets, and Processes. Many times manufacturing professionals spend much of their time on the latter two. Focusing on recruiting, retaining and developing talent is critical for the long term success of an organization.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
This document provides an overview of organizational behavior concepts. It discusses topics like employee empowerment, performance pay, training to create a learning organization, and building trust between employees and management. It also summarizes various theories of management over time, from scientific management to total quality management to current lean practices. McGregor's Theory X and Theory Y are explained. The importance of ethics, developing people, and allowing employee input in decision making are emphasized as important aspects of modern organizational behavior.
Kathy Kraus has over 15 years of experience in human capital and talent management. She will be presenting at an upcoming talent management conference on developing future leaders. The presentation will discuss redefining how organizations identify talent, developing a framework for accelerating leadership development, and assessing leadership and talent gaps to ensure organizations are prepared for the future. It will also explore how the nature of work and leadership is changing, with a focus on building skills like critical thinking, creativity, and collaboration to enable future success.
On November 7, 2019, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a masterclass as part of the Future of Work Program. These are the slides he used.
CA in Patna is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Patna.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
Maslow's hierarchy of needs
Motivational theories
McGregor's assumptions
Alderfer ERG theory
Motivational need
Hezberg's two factor theory
Leadership theories
Behavioral Approaches to Leadership
Presented at the SIETAR 2015 Europa Intercultural Congress in Valenia, offering important insights into Organizational Culture & Assessment of Global Leadership Competencies and the GLOBE study.
To discuss training and online resources, email support@pario-innovations.com
The document discusses various future roles and responsibilities for human resources professionals. It lists potential HR positions including managing outsourcing contracts, serving as an ethics officer or knowledge officer, conducting due diligence, and supporting corporate boards. It also mentions roles like talent acquisition specialist, communications specialist, and HR metrics/data mining specialist. The document emphasizes strategic focuses for HR like organizational development, business integration, change management, and HR planning.
Open Badges for Work - Making Learning VisibleDon Presant
An exploration of the convergence of micro-credentials, open badges, badge passports and eportfolios for workplace human capital development. Tons of examples and ideas.
Part of a series on Open Badges for different audiences by Learning Agents. Embedded at bit.ly/openbadges4work with other resources and pages.
Moved from a duplicate account (http://www.slideshare.net/donpresant9)
MM Bagali.............HR and Management research, PhD, Research....2015......dr m m bagali, phd in hr
This document discusses various topics related to human resources research including objectives of HR research, challenges for HR chiefs, trends in HR research reporting from 2011-2012, and questions that are important for HR's future. It provides an overview of common objectives of HR research such as addressing gaps in existing literature, exploring overlooked areas, and developing new and testing old theories. It also summarizes surveys on the biggest challenges for HR chiefs, including talent acquisition, succession planning, and compensation and benefits. Finally, it lists five questions that are important for HR's future around alignment with business, developing leadership, assessing future talent needs, incentive structures, and adopting new technologies.
Session 2 - Early Leadership Theories.pptxssuserde1c26
Early theories of leadership focused on traits, behaviors, and situations. Trait theories proposed that great leaders possess certain innate qualities and traits, but this approach was criticized for failing to identify a definitive list of traits. Behavioral theories examined task-oriented and relationship-oriented leadership styles, but found no universal best style. Situational theories like Hersey-Blanchard and Fiedler's contingency theory proposed that leadership style should match aspects of the situation like employee readiness or task structure, position power, and leader-member relations. More recent models emphasize leadership capabilities and skills over traits, behaviors, or situations.
The document summarizes research from the Plank Center for Leadership in Public Relations on models of excellent leadership in communication management. The research developed a six-dimension model of leadership including vision, ethics, collaboration, communication abilities, global perspective, and continuous learning. Surveys of over 4,000 practitioners found the most important qualities of leaders were vision, ethics, and collaboration. Leaders reported developing most through on-the-job experiences, mentors, and formal education. The research also found some differences in perceptions of leadership between gender and organization size.
Communication Management and the Leadership Challengekkgower
The document summarizes research from the Plank Center for Leadership in Public Relations on models of excellent leadership in communication management. The research developed a six-dimension model of leadership including vision, ethics, collaboration, communication, intelligence, and external awareness. Surveys of over 4,000 practitioners found the most important qualities were vision, ethics, and collaboration. Leaders reported developing through on-the-job experiences, mentors, and formal education. The research also found differences in perceptions of ideal versus real organizational culture to support leadership.
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey ResultsStefan Wolpers
The slide-deck summarizes the preliminary findings from a survey among agile practitioners what factors influence the maturity of an agile transition at an organizational and at a team level.
SURVEY INTRODUCTION 2017-10-19:
“This was the best sprint we have ever had. We are becoming (more) agile.” Somehow, a sense of progress always seems to be fuzzy notion when it comes to ‘agile.’ And the question at the heart of all of it is always the same: How do we find out that we are ‘agile’ and are not merely practicing a form of cargo cult version of it?
Providing a path to an ultimate state of being has been a core principle of many teachings in philosophy, sociology, politics, and religion: If you follow this code, if you accept the guidance of your life by the following rules everything will be fine. (And for everyone’s convenience, we provide you with a book, a guide, and probably even a checklist.)
To no one’s surprise, the agile world is not exempt from that. What started with the Manifesto for Agile Software Development — four values and twelve principles that fit on a single page —, was followed by the still light-weight Scrum Guide. Today, the caliber of teaching has changed — just have a look the big picture diagram of SAFe® — and even in the agile world, the path to the promised land seems to be meticulously laid out.
Help us to understand better what the goal of becoming ‘agile’ means for an organization by contributing to this short anonymous survey. It will not take more than five minutes of your valued time. Of course, the results of the survey will be shared at a later stage.
This document discusses how to build a competency-based talent management system. It describes defining competencies through critical incident debriefs and expert discussions. Commercial models are discussed that include competencies differentiated high and average performers. Profiles should be tailored to different levels and consider performance, potential, and timeframe. Assessments can vary in terms of ownership, format, scope, perspective, and distribution method. The goal is to attract, select, develop, deploy, and retain top talent through an integrated talent management system based on competencies.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
This document discusses cognitive architectures for physical agents. It provides an overview and background on cognitive architectures, examples of some existing architectures like Soar, ACT-R, PRODIGY and ICARUS, the key capabilities they aim to enable like perception, decision making, problem solving and learning. It also discusses important properties of cognitive architectures related to knowledge representation and utilization. The document outlines criteria for evaluating architectures and some open issues remaining around capabilities like episodic memory, natural language, emotions and enhanced learning abilities.
USAID Knowledge Management Building Blocksgvaughan
This document summarizes a World Bank knowledge sharing event on building blocks and stumbling blocks for knowledge management. The event included panel presentations on various frameworks related to KM, including culture, change management, governance, and measurement. It then outlined small group discussion tasks for participants to discuss the implications of these frameworks based on their experiences. The overall goal was to share perspectives on KM and develop recommendations to improve how knowledge is managed and shared within organizations and across networks.
Improving the Employee Experience with HR TechTom Haak
On August 22, 2019, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a Masterclass for clients and relations of Effectory (https://effectory.com). These are the slides he used.
Leadership Development in Manufacturing - World Trade Group Presentation 2012Pablo Cussatti
Manufacturing requires an equal balance of People, Assets, and Processes. Many times manufacturing professionals spend much of their time on the latter two. Focusing on recruiting, retaining and developing talent is critical for the long term success of an organization.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
This document provides an overview of organizational behavior concepts. It discusses topics like employee empowerment, performance pay, training to create a learning organization, and building trust between employees and management. It also summarizes various theories of management over time, from scientific management to total quality management to current lean practices. McGregor's Theory X and Theory Y are explained. The importance of ethics, developing people, and allowing employee input in decision making are emphasized as important aspects of modern organizational behavior.
Kathy Kraus has over 15 years of experience in human capital and talent management. She will be presenting at an upcoming talent management conference on developing future leaders. The presentation will discuss redefining how organizations identify talent, developing a framework for accelerating leadership development, and assessing leadership and talent gaps to ensure organizations are prepared for the future. It will also explore how the nature of work and leadership is changing, with a focus on building skills like critical thinking, creativity, and collaboration to enable future success.
On November 7, 2019, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a masterclass as part of the Future of Work Program. These are the slides he used.
CA in Patna is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Patna.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
This document provides steps for designing a website. It begins by explaining the purpose of a website and identifying key considerations like audience and goals. It then lists rules for website design, such as understanding the user perspective and respecting interface conventions. The document outlines the website design process, including planning, following design rules, using website building tools to create pages, and types of pages. It also lists common website development languages and tools. The document concludes by encouraging the use of templates and pre-designed elements to efficiently build a website.
CA in Patna is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Patna.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
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2. Assessing Leadership:
Who is a leader and
how do we know it?
Tom Mitchell, U. of Baltimore
Division of Applied Behavioral Sciences
tmitchell@ubalt.edu
http://home.ubalt.edu/tmitch
410 837 5348
MAPAC 2006 2
ebooks.edhole.com
3. Why we need to know
Selection
- hire new managers (first line to mid level)
Promotion
- succession planning and staffing
Development
- training and coaching
- diagnose problems
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MAPAC 2006 3
4. Who are they?
• Definitions of leadership:
• Person who motivates others to perform well
• Directing & coordinating group activities (Fiedler, ‘67)
• Influencing others to achieve a common goal (Northouse, 2004)
• Building networked relationships to enhance cooperation (Day, 2001)
MAPAC 2006 4
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5. Conceptual Distinctions
• Born or bred?
• Leader Emergence vs. Effectiveness
• Leadership vs. Management /supervision
MAPAC 2006 5
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6. Conceptual Distinctions
• Leadership v. Management
– Power sources (French & Raven, ’59)
MAPAC 2006 6
• Position v. Personal power
• Power source: Power influence:
– 1. Reward: give rewards
– 2. Coercive punish
– 3. Legitimate demand
– 4. Referent identifies with supervisor
– 5. Expert knowledge & expertise
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7. Conceptual Distinctions
• Leadership v. Management
• Power source: Power:
– 1. Reward: give rewards
– 2. Coercive punish
– 3. Legitimate demand
– 4. Referent identifies with supervisor
– 5. Expert knowledge & expertise
MAPAC 2006 7
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8. Leader vs. Manager (Kotter, ‘90)
MAPAC 2006 8
Establish Direction
vision - set strategy
Plan / Budget
resources – time lines
Align People
team building - Commitment
Organize / Staffing
establish rules - hire
Motivate & Inspire
Inspire - empower
Control / Problem Solve
Incentives – take action
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10. Leadership: Factors and Competencies
(Jeanneret and Silzer, 1998)
MAPAC 2006 10
• Thinking skills
– Analyzing information
– Solving problems
• Work management skills
– Planning and organizing work
– Being resourceful
• Interpersonal and communication skills
– Building networks
– Relating to others
• Leadership skills
– Motivating and inspiring others
– Coaching and developing others ebooks.edhole.com
11. Factors and Competencies (cont’)
MAPAC 2006 11
• Motivation skills
– Adapting to change
– Showing drive and taking action
• Personal factors
– Demonstrating integrity and trust
– Modeling cultural values
• Organizational skills
– Focusing on customers
– Committing to quality
• Technical skills
– Demonstrating functional expertise
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15. Assessing Leadership
• Who they are (now we know)
• How do we know?
– Why do we need to know?
– Identifying and Assessing Leaders
(assessment strategies)
MAPAC 2006 15
ebooks.edhole.com
16. Need to Identify Them
– Recruitment
– Selection
– Succession planning (promotion)
– Development
MAPAC 2006 16
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17. Assessment: How to
• Start with Job analysis:
MAPAC 2006 17
• Id SMEs
– Conduct interviews
• Review job description
• Confirm leadership duties and KSAOs
– (use factors and competencies)
• Develop matrix (duties & competencies)
• Document Job Analysis findings
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18. Assessment:
Issues in Assessing
• Validity & reliability
• Utility (effectiveness and cost)
• Test portability (VG)
MAPAC 2006 18
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37. LOQ: Consideration
• Relationships with subordinates characterized by:
– Mutual trust
– Respect for their ideas
– Consideration of their feelings
– Warmth between manager and subordinate
• High score: Good rapport and two-way communications
• Low score: More impersonal in relations with group members
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MAPAC 2006 37
38. LOQ: Initiating Structure
• Defines own and subordinates’ roles toward goal attainment
• High score: Takes very active role in directing activities through
– Planning
– Communicating information
– Scheduling
– Criticizing
– Trying new ideas
• Low score: Relatively inactive in directing activites
MAPAC 2006 38
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39. LOQ
used for:
• Training
• Assessment of culture
• Selection
• Coaching
MAPAC 2006 39
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41. MLQ: Used for
MAPAC 2006 41
• Selection
• Succession Planning
• Development (3600 Feedback)
• Diagnosis / coaching
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42. Some Vendors
• CCL Center for Creative Leadership
– http://www.ccl.org/leadership/index.aspx
• PDI Personnel Decisions International
– http://www.personneldecisions.com
• DDI Development Dimensions International
– http://www.ddiworld.com/our_expertise/leadership.asp
• Personnel Testing Council Metropolitan Washington
MAPAC 2006 42
– http://www.ptcmw.org/
(I/O consulting firms) ebooks.edhole.com
43. Conclusion
MAPAC 2006 43
• Because
– We know who they are &
– Can identify them
• We can
– Improve Agency functioning & productivity
• Through effectiveness
– Reduce costs
• Improve the bottom line
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45. Online Sources:
• Center for Creative Leadership
• http://www.ccl.org/leadership/index.aspx
• Development Dimensions International (DDI)
• http://www.ddiworld.com/our_expertise/leadership.asp
• Personnel Decisions International
• http://www.personneldecisions.com
• Hogan Personnel Selection Scale
• http://www.hoganassessments.com/
• Multifactor Leadership Questionnaire
• http://mindgarden.com/products/mlqr.htm
• Leadership Opinion Questionnaire (LOQ)
• http://www.creativeorgdesign.ebooks.edhole.comcom/testpages/loq.htm
MAPAC 2006 45
46. References
• Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis.
MAPAC 2006 46
Personnel Psychology, 44, 1-26.
• Bass, B. M. & Riggio, R. E. (2006). Transformational Leadership. 2nd ed. Lawrence Erlbaum, pub.
• Bass, B. & Avolio, B. (2000). MLQ Multifactor Leadership Questionnaire 2nd ed. Redwood City, CA: Mind Garden
• Costa, P. T., Jr., & McCrae, R. R. (1992). Revised NEO PI Personality Inventory: NEO PI and NEO Five Factor
Inventory (NEO FFI: Professional Manual: Odessa, FL: Psychological Assessment Resources, Inc.)
• Fiedler, F. (1967). A theory of Leadership Effectiveness. New York: McGraw Hill.
• Fleishman, E. A. & Harris, E. F. (1962). Patterns of leadership behavior related to employee grievances and
turnover. Personnel Psychology, 15, 43-56.
• French, J. R. P, & Raven, B. H. (1959). The bases of social power. In D. Cartwright. (Ed.),
– Studies of social power ) pp. 150-157. Ann Arbor, MI: Institute for Social Research.
• Jeanneret, Richard, & Silzer, Rob. (1998). Individual Psychological Assessment Predicting behavior in
organizational settings. Jossey Bass pub. Chapter 12 Shaping organizational leadership.
• Johnson, Jeff W., Questar Data Systems, Inc. Mineapolis, MN JEFFJ@PDI-CORP.COM
• (Handout for ratings leadership characteristics)
• Hersey, P., & Blanchard, K. H. (1977). Management of Organizational Behavior, 3rd 3d. Englewood Cliffs, NJ:
Prentice Hall
• House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81-
97.
• Kotter, J. P. (1990). A force for change: How leadership differs from management (pp. 3-8). New York: Free Press
• Northouse, Peter G. (2004). Leadership: Theory and Practice. 3rd ed. Sage, pub.
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