From Delegating to Empowering
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The document discusses empowering teams through delegation. It describes a training course that teaches how empowerment is necessary for effective team performance. The course defines empowerment as sharing power with employees to better serve customers. It discusses benefits like improved satisfaction and performance, as well as complications like lack of trust and control. The document provides tips for empowerment, such as determining skill levels and coaching/supporting employees, and concludes by asking participants to build a better world by building a better themselves.
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여성흥분제, 여성흥분제-가격, 여성흥분제-구매, 여성흥분제-구매처, 여성흥분제-구입, 여성흥분제-구입방법, 여성흥분제-구입처,
여성흥분제-구하는곳, 여성흥분제-만들기, 여성흥분제-복용법,여성흥분제-부작용, 여성흥분제-사는곳, 여성흥분제-사용법, 여성흥분제-사용후기,
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여성흥분제『 http://x6.na.to 』 톡 w2015 ♡ 여성흥분제판매,여성흥분제판매사이트,여성흥분제직구,여성흥분제정품판매,여성흥분...
여성흥분제『 http://x6.na.to 』 톡 w2015 ♡ 여성흥분제판매,여성흥분제판매사이트,여성흥분제직구,여성흥분제정품판매,여성흥분...
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Ian Smith presented on how to build a successful lead generation company. He discussed three key topics: 1) how to build great lead generation funnels through testing and iteration, 2) how to build a strong team by hiring slowly and setting clear expectations, and 3) how to innovate at scale through establishing an idea funnel, prioritizing projects, and continuously learning. The presentation provided examples from Ian's experience at QuoteWizard and emphasized the importance of empirical testing, aggressive check-ins, and focusing resources on execution over origination of ideas.
What coaching is
Coaching involves powerful conversations between a coach and client where the client uses tools like questioning, listening, intuition and feedback to uncover their fastest path forward. A coach helps clients set meaningful goals and achieve them by providing a fresh perspective, clarity, support for decisions, challenges to think bigger, and acknowledgement. Coaching surveys found that clients saw increases in self-awareness, better goal-setting, reduced stress, self-discovery and confidence through working with a coach. Ultimately, a coach can help anyone get to their big goals faster than going it alone.
Scrum, Personal Agility and Impact
Scrum and Personal Agility are simple frameworks for getting good at getting the right things done. Scrum is team-based framework, Personal Agility is an individual or pair-oriented framework. How are they similar? And how does Personal Agility help you in contexts where Scrum is not appropriate?
Steve Denning- How to make the whole organisation agile
This document summarizes the key findings from site visits and research conducted by the Learning Consortium in 2015 and 2016. The Consortium explored how large organizations have adopted Agile practices. The most important finding was that Agile requires a different mindset with the customer as the central focus, rather than shareholders. Adopting this mindset enables benefits from Agile practices. Transitioning requires strong leadership and can take years, but is happening across industries. Large firms can change by focusing on customers and adapting practices to their context while maintaining transparency.
Agile innovation and Thinking Like a Startup
Many enterprises are struggling to innovate whilst smaller startups are disrupting the market. Existing organisational business models work well in a known and predictable environment. However, these approaches fail when applied to an uncertain and changing environment.
In this session I will discuss the different approaches and how an organisation can balance a portfolio that both can exploit existing opportunities while enable the exploration of new opportunities.
I will draw on my experience working with some innovation teams in an enterprise and how we are re-focusing agile back to its roots and thinking like a startup to evolve the way we work.
Participants will also gain an understanding how Design Thinking/Human Centred Design, Lean Startup, Agile and Business Model Innovation can blended together to transform the way you work to enable innovation within larger enterprises.
cPrime: Organizational Agility
Most Agile adoptions put emphasis on training team members or specific roles. Having a group of “agile” teams does not provide the holistic change that is required within an organization looking to improve by adopting Agile, Scrum or Lean practices.Organizational Agility requires culture and paradigm shifts, changing the way work is approached, tackling impediments that are transparently exposed and in many cases, restructuring. Many organization leaders and managers say “this sounds great but where do I get started”? Join us for this session on how leaders can pragmatically begin the shift from traditional management to Agile management, enabling self-organization and becoming designers of the new environments that many organizations need to create in order for a successful Agile transformation.
Quality circle
This document discusses quality circles, which are voluntary groups of employees that meet regularly to identify and solve workplace problems. Quality circles aim to improve quality and capture the innovative ideas of employees. They are composed of 6-12 members who do similar work and meet weekly. Benefits include self and social development, knowledge gain, and leadership potential for members. Quality circles also benefit organizations by enhancing communication, job satisfaction, and a healthy work environment. Proper training is needed for quality circles to be effective. The process of launching them involves exposing the concept to management and employees and forming circles. Quality circles can benefit various types of organizations by increasing productivity, quality and employee morale when implemented correctly.
Healthy Organizations
The document provides an overview of the Client Accounting team's fiscal year 2012 review and plans going forward. It discusses building trust within the team by addressing dysfunctional behaviors using concepts from Patrick Lencioni's "Five Dysfunctions of a Team." The team made accomplishments in 2012 like process improvements and quarterly staff meetings. Going forward, the goals are to further gel as a cohesive team, foster effectiveness, and transform Client Accounting from "Good to Great" using tools like conducting autopsies without blame and organizational self-analysis. The next steps outlined are to ensure team members commit to building trust and addressing dysfunctions.
Greenberg_Higher Purpose for Organizational Performance_14_07_14
Kenneth Greenberg discusses how organizational leaders can infuse their culture with a strong sense of purpose to drive higher performance. He outlines a leadership framework consisting of 5 practices - inspire a shared vision, encourage the heart, model the way, challenge the process, and enable others to act - that can be used to align employee interests with the organizational purpose. Research shows purpose-driven companies significantly outperform peers across various financial metrics such as revenues, job growth, stock prices, and profits. Leaders who articulate a clear purpose and vision can motivate people to achieve extraordinary results.
Becoming an Agile Manager (bay scrum, 10.24.13)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Олексій Скрипник "Стратегія компанії - як необхідний елемент розвитку ІТ комп...
The document outlines CEO Anton Skrypnyk's strategy and agenda for a CEO course. The agenda includes getting to know participants, learning why the Skrypnyks are teaching the course, and gamifying the objectives to make a strategy, choose the best, and have fun. Skrypnyk then provides some background on his 37 years in IT business and qualifications before discussing the "secret sauce" of strategic management, including that the level of a company is determined by its founder and CEO, and that strategic management is a subset of project management.
Team Event Nov 18th 2011
The CIS team event is designed to help the team achieve the bank's goals of protecting consumers and ensuring financial stability. The event will use appreciative inquiry and team building exercises to help the team develop a winning mindset and become a highly respected organization. Participants will discuss what is great about working at the bank, how to improve, and set goals and plans to achieve the desired future.
Team Event November 18th 2011
The CIS team event is designed to help the team achieve the bank's goals of protecting consumers and ensuring financial stability. The event will use appreciative inquiry and team building activities to discuss what is currently working well, how things could be improved, and how the team can work together to achieve being a highly respected organization. The team will discuss developing a winning mindset through developing goals, positive self-talk, choosing a winning attitude, and associating with other winners.
Participatory Management: Your Key to Business Success
Do you love your company and want to keep it strong? Now is the time for these important questions:
How can we engage employees in creating an even better company?
How can managers provide the right balance of freedom, accountability, and support?
Could we be a better business if employees took ownership, either mentally or literally?
Join Project Equity and leaders from prominent employee-owned companies to learn practical ways that participatory management builds powerful employee engagement.
Presenters:
Denise Hernández, Vice President of Operations at Cooperative Home Care Associates, will share how CHCA uses the Coaching Approach to support, improve and enhance communication skills and relationships throughout its 2300 person workforce.
Blake Jones, Co-founder of Namaste Solar, will discuss the “Big Picture Meetings” and participatory decision-making at this employee-owned cooperative with 175 people and offices in three states.
Linshuang Lu, Principal at Praxis Consulting Group, will explain how to integrate and align your leadership and management practices with creating an ownership culture.
Hilary Abell, Co-founder of Project Equity, will introduce our latest publication, Participatory Management: an overview and case study of high-involvement cultures at work, and the tools and challenges in implementing participatory management.
Crash Course on Being CEO
A Crash Course on Being CEO. 7 behaviors every CEO must exhibit:
1. Know Your Business And Your People
2. Insist On Realism
3. Set Clear Goals And Priorities
4. Follow Through
5. Reward The Doers
6. Expand People’s Capabilities
7. Know Yourself
The Secrets of Agile Leaders at BU Agile Innovation Lab
The document summarizes a webinar on three secrets of agile leadership. It begins with housekeeping details for the webinar and then introduces the speaker, Peter Stevens. The webinar will cover what it means to be agile according to Steve Denning's three laws of agile organizations, and then reveal three secrets of agile leadership based on case studies of successful leaders. Attendees are encouraged to ask questions during the webinar.
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Michael Nir Keynote PMI Region 3 June 2018 - breakthrough member experience
Michael Nir Keynote PMI Region 3 June 2018 - breakthrough member experience
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The 'A' Word - How we broke and fixed team autonomy
0 to 10 Million Leads : Lessons learned from the lead gen trenches
0 to 10 Million Leads : Lessons learned from the lead gen trenches
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Steve Denning- How to make the whole organisation agile
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Олексій Скрипник "Стратегія компанії - як необхідний елемент розвитку ІТ комп...
Олексій Скрипник "Стратегія компанії - як необхідний елемент розвитку ІТ комп...
Participatory Management: Your Key to Business Success
Participatory Management: Your Key to Business Success
The Secrets of Agile Leaders at BU Agile Innovation Lab
The Secrets of Agile Leaders at BU Agile Innovation Lab
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Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcym249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
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.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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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办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
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A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
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.
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.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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From Delegating to Empowering
- 1. JCI Mission: “To provide development opportunities that empower young people to create positive change.” From Delegating to Empowering A JCIEK One-Hour Training Course
- 3. www.jci.cc Course’s purpose • At the end of this course participants will have: • 1) learned the empowerment is absolute necessary for a team to perform effectively; and • 2) How to empower your teammates in your team
- 6. www.jci.cc Definition Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.
- 7. www.jci.cc
- 8. www.jci.cc
- 10. www.jci.cc Complications • Lack of trust • Loss of control • Fear of loss of position
- 11. www.jci.cc Resistance • Empowerment entails more than assigning a task
- 12. www.jci.cc Benefits Improved member satisfaction. By being shared, organizational power can grow. Members to perform better. Increases trust in the organization. Reduces Turnover rates.
- 13. www.jci.cc Video
- 14. www.jci.cc
- 15. www.jci.cc Statistics Motorola Estimated $30 return on every $1 spent on employees Of the 40 best companies to work for, according to the Graziadio Business Report, only in six did employee empowerment not play a key role in their success (Pepperdine University)
- 19. www.jci.cc Maslow’s Hierarchy of Needs Physiological needs Safety needs Social needs Esteem needs Self- actualization needs
- 20. www.jci.cc Empowerment Process Determining the skill level of the employee Providing for employee training as needed Coaching tasks with which the employee has some skills but is lacking experience or motivation Supporting tasks where the employee knows what to do but is still lacking confidence in their abilities Delegating tasks where the employee is motivated and fully capable.
- 21. www.jci.cc Five Keys to Empowerment • Delegate responsibility, not work. • Let members take turns running meetings • When delegating, don’t ask questions like, “Do you understand?” • Keep a “delegation diary” • Establish “routine checkups.”
- 22. www.jci.cc Case Study 1 • A Board member (supervising officer) was empowered to find out a member to be Project Chairman. • President wants to know the process…
- 23. www.jci.cc TIPS • Hot Button • Being part of a team is not a natural human function • Philip Crosby
- 24. www.jci.cc Case Study 2 • A new member was empowered to be a project chairman. • President having some new idea • Requesting OC members to follow these idea.
- 26. www.jci.cc Case Study 3 • Empowered board members making decision in a board meeting for a motion without enough background information & discussing time.
- 27. www.jci.cc TIPS
- 28. www.jci.cc A Message “Build a better world” said God. And I answered, “How? The world is such a vast place. And so complicated now, I’m so small and useless; There’s nothing I can do.” But God, in all his wisdom said, “Just build a better you.”