Slides on background, concepts, instruments and procedures of managing the phases of the project cycle through proper identification, formulation, implementation, monitoring and evaluation.
Slides on background, concepts, instruments and procedures of managing the phases of the project cycle through proper identification, formulation, implementation, monitoring and evaluation.
12 Terms You Should Know | Project Management Fundamentals
12 key terms that we think everyone should know (from beginners to experts)
12 key project management terms that she thinks everyone involved with projects should know. No longer get confused when confronted with unfamiliar terms
#projectmanagement #terms #tips #Tamdeed
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
The Changing Landscape of Project Management in 2018Richard Kok
The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
12 Terms You Should Know | Project Management Fundamentals
12 key terms that we think everyone should know (from beginners to experts)
12 key project management terms that she thinks everyone involved with projects should know. No longer get confused when confronted with unfamiliar terms
#projectmanagement #terms #tips #Tamdeed
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
Project management tools and techniquesTata Dinyuy
The different tools and techniques used to plan projects ( both micro and macro projects) including human, material, financial and scheduling techniques (how to draw up Gantt charts, work breakdown schedule, network diagrams and the Program Evaluation and Review Technique)
The Changing Landscape of Project Management in 2018Richard Kok
The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
How to write an development project evaluation report. Format and principle guidelines for mid-term and for completed projects. This format can be used for any kind of development project.
PROFESSIONAL DEVELOPMENT PROGRAM7PROFESSIONAL DEVELOPMENT PROG.docxstilliegeorgiana
PROFESSIONAL DEVELOPMENT PROGRAM
7
PROFESSIONAL DEVELOPMENT PROGRAM
Asianna Johnson
Dr. Wanda Tillman
Leadership and Organizational Behavior
02/17/2020
Introduction
Professional development is primarily used to document career goals and set effective strategies on how to meet them. Writing and implementing a professional development plan would help M.C. Donald’s identify and develop the professional skills required to realize its vision and goals. The program will, therefore, keep the company on track to success. Developing the plan is an essential process that helps organizations in taking charge of professional development and achieves full potential (Thomas, 2018). However, before forming the program, an organization must determine where they want to be in the future. The employees must take their careers in their hands. While an employer might be required to supports employees in developing the plan, professional development is the responsibility of the employees. Emotional Intelligence (EI) is a crucial requirement for active professional development. Individuals can identify their emotions and those of others.
EI and Motivation
Emotional intelligence is comprised of various building blocks. Some of these include self-awareness, self-regard, self-perception, and self-actualization; accept one's strengths and weaknesses and the ability to improve as an individual and among others. The building block that will have the most significant impact on management goals is the ability to accept weaknesses and strengths. In a perfect world, employees would be good at everything they need for a successful life and business (Neçare & Şehitoğlu, 2018). However, we live in an imperfect world, and we all have to face the fact that we are downright lousy to some things and good at others. This is similar to M.C. Donald’s management. For the management to turn a weakness into strengths and enhance employees' satisfaction and performance, it has to identify and accept the weakness. This will ensure the administration creates a suitable environment for effective teamwork. It will also enhance communication skills, which is a crucial element for increasing efficiency and eliminate public complaint about slowness observed in M.C. Donald’s customers’ service.
Motivational Theory
I would utilize the McClelland’s Need Theory to influence the members in M.C. Donald’s and help in solving the issue of the ineffective corporate culture. This is a well-known theory of motivation. McClelland developed this theory based on Henry Murray’s long list of manifests and motives needs from his early personality study. The McClelland’s is closely associated with the learning theory since it argues that needs are learned and acquired from the events experienced by individuals in their environment (Shane & Heckhausen, 2019). He found that people who acquired specific need behaves differently from the others who do not have the tat need. The need for ach ...
Discussion 1 Changing Factors & S.M.A.R.T. Internal and VinaOconner450
Discussion 1
Changing Factors & S.M.A.R.T.
Internal and external factors that impact a nursing organization and its ability to change
The nursing organization is a dynamic environment that experiences several challenges. A variety of factors affect service delivery in nursing organizations (Manomenidis, Panagopoulou, & Montgomery, 2019). Accordingly, good leadership and teamwork in the sector can make a significant difference in tackling these challenges. The leaders need to perform constant evaluation processes to determine the factors affecting the organization's success and ability to change. These factors generally fall into two categories; internal and external factors. By understanding these factors, the nursing organization can provide better patient care.
The internal factors define the environment in which healthcare services are offered and the required resources for adequate service provision. Several factors are immediately evident when looking at internal challenges in an organization (Manomenidis, Panagopoulou, & Montgomery, 2019). These include communication, leadership and management styles, organizational culture and structure, employee competence, staffing, working environment, and collaborative care approach. The primary barrier to the success and ability to change in an organization is organizational culture. It focuses on the organization's values, norms, assumptions, and beliefs. Quality healthcare provision depends on practical values that support the practice.
On the other hand, the external factors include technological, legal, economic, and social-cultural elements. The nursing organization should be aware of the technological advancements in care delivery (Manomenidis, Panagopoulou, & Montgomery, 2019). Such knowledge ensures that the staff is equipped with the necessary skills to use such technology and remain competitive. Additionally, the nursing organization is affected by social-cultural elements. These encompass society characteristics like diversity and preferences. Therefore, nursing staff should deliver culturally competent care that ensures quality care to everyone despite their affiliation. Moreover, the role of the government is expanding and is a primary external factor affecting healthcare organizations.
Describe the characteristics of S.M.A.R.T. goals
Goals and objectives play a vital role in the progression of an individual's life and career. SMART is an acronym that highlights the characteristics of excellent objectives and goals (Ajibade, 2021). These goals are essential in tracking an individual's professional progress and establishing a framework for career advancement. SMART goals identify what an individual should do, the conditions to do it, and the standards to be followed in the process. Similar to other long-term projects, a solid plan is essential in managing professional paths. SMART goals are specific, measurable, achievable, relevant, and time-bound.
An individual should be specifi ...
· From The executive guide to high-impact talent management Power.docxoswald1horne84988
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
· From The executive guide to high-impact talent management Power.docxLynellBull52
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
Uber Professional Development Program Proposal As.docxmarilucorr
Uber: Professional Development Program Proposal
Assignment 2: Program Proposal for Uber
Teresa Pride
August 21, 2018
BUS 520: Leadership and Organizational Behavior
Prof. Dennis Carlson
Strayer University
Emotional Intelligence and Motivation
The emotional intelligence of a person is composed of emotional building blocks called emotional skills. An effective manager requires these emotional skills to enhance the performance of their workforce and improve their satisfaction at the workplace. The key building blocks that boost the performance of the employees and their satisfaction at the workplace include emotional self-awareness, self-actualization, self-regard and self-perception. The management team should ensure that the workforce is motivated through job satisfaction and that they can put in more effort to ensure that the company achieves its goals and objectives (Gunu & Oladepo, 2014).
According to Goleman (1995), emotional intelligence is "the abilities such as being able to motivate oneself and persist in the face of frustrations; to control impulse and delay gratification; to regulate one's moods and keep distress from swamping the ability to think, and to emphasize and to hope." He later refined his definition in 1998 to "the capacity for organizing our own feelings and those of others, for motivating ourselves, and for managing emotion well in ourselves and in our relationships" (Goleman, 1998). He viewed emotional intelligence as a skill which is divided into two broad areas; personal competence which entails self-motivation and self-regulation. The other one is social competence which exemplifies the management of relationships, that is, social skills and compassion. Emotional intelligence is a vital skill that can influence the performance of the workforce and affect their emotions. Based on the broad research on EI, we can define it as having the ability to identify the emotion, integrate it to expedite thoughts and promote personal growth of the people.
Positive reinforcement is a tool of motivation which is a reward for doing something good. The tool is mostly utilized when an employee performs beyond the set standards of the organization. The management team can also use it by promoting competition among groups. Those groups that excel are rewarded by management, whereas most companies use bonuses to reward hard-working employees.
Negative reinforcement is also a motivation tool in the form of a penalty. Employees who fail to meet the company's expectations in form of poor performance will feel the effect of negative reinforcement. This tool can also be applied when the employees fail to execute compulsory duties at their place of work. Lastly, the tool can be applied when the company's employees break the policies and procedures of the organization. For instance, when employees fail to follow the inventory retrieval procedures, which can lead to the destruction of stock, they will be penalized.
Emotional ...
Running head: EXECURTIVE SUMMARY 1
2
EXCUTIVE SUMMARY
Executive Summary 2
Covering Week 4
Psyc601, Fall 2017
Tong Yao
California State University, San Bernardino
Executive Summary 2
The readings assigned last week were chapter two and three from the book titled Performance Management. These two chapters were complementary with class lecture, activity, and a presentation. In class, we have talked about the six stages of performance management in chapter two. There are two important prerequisites came in place before the process of performance management: knowledge organization’s mission and goal, and knowledge of the job through strategic planning. The strategies help the organization to identify their purpose, and help the organizations to reach their goals.
Performance planning includes result and behaviors as well as a development plan. Results is the expectations or the outcomes that the organization is aiming for. Performance standards are also important because they provide information about acceptable and unacceptable performance, so that employees can be evaluated on how well they have achieved their goals. Behaviors is measured through competencies, which determines the results.
Performance execution comes after the planning. Employees need to commit to the established goals. Feedback and coaching should be ongoing and continues through the process. One way to help with feedback and coaching is to collect and share performance data, and be prepared with performance reviews. Employers need to observe and document performance on a daily basis. Employers should also provide employees with resources and opportunities, and reinforce employees’ outstanding performance.
Performance review should focus on the past, present, and future. It is necessary to know what has been done and how, what compensation is received or denied as results, and goals in the future. There are six steps help with conducting productive performance reviews as follows: Identify strength and weakness of employee’s behaviors, give feedback about these behaviors, the importance of changing these behaviors. The Supervisor and employee must agree on the action plan, and set up follow- up meetings. Performance renewal and recontracting is similar with performance planning; however, it is based from previous phases, and performance management cycle restarts after this process.
After the lecture on performance management process, a class activity helped to grasp the concepts and apply them in practice. Omega Inc. lacked all of the management process. They must have a job description before performance planning. It also lacked goals, feedback and standard appraisal, so it is important to set formal meetings and set up goals. If the needs are not met, it is important to change the goals at the stage of renewal and recontracting.
The presentation on chapt ...
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2024.06.01 Introducing a competency framework for languag learning materials ...
Goals and objectives
1. Goals andObjectives of theorganization By: Mylady R. Melarpis MaEd – Educational Management Subject: Institutional Management Professor: Emelito S. Matunan
2. What is GOAL? A goal can be defined as a future state that an organization or individual strives to achieve. For each goal that an organization sets, it also sets objectives.
3. Example of Goals "The goal of our program is to provide students with the skills they need to become tomorrow’s leaders." "The goal of this project is to develop a comprehensive staff development and training program." "The shelter’s goal is to offer a safety net for women who are homeless and to help mitigate the factors that contribute to homelessness."
4. What is OBJECTIVES? An objective is a short-term target with measurable results.
5. Examples of Objectives "To serve 300 students in Fiscal Year 2010." "We will develop an effective training manual, methods, and materials for paid instructors and volunteers." "90% of shelter guests will receive one-on-one case management services."
6. Goals and objectives provide organizations with a blueprint that determines a course of action and aids them in preparing for future changes.
7. Without clearly-defined goals and objectives, organizations will have trouble coordinating activities and forecasting future events.
8. Four Basic Functions of Organizational Goals (According to Barney and Griffin) 1. provide guidance and direction, 2. facilitate planning, 3. motivate and inspire employees, and help organizations evaluate and control performance. 4.
9. Organizational goals inform employees where the organization is going and how it plans to get there. When employees need to make difficult decisions, they can refer to the organization's goals for guidance. Goals promote planning to determine how goals will be achieved. Employees often set goals in order to satisfy a need; thus, goals can be motivational and increase performance. Evaluation and control allows an organization to compare its actual performance to its goals and then make any necessary adjustments.
10. Goals Affect Individual Performance Through Four Mechanisms (According to Locke and Latham) First, goals direct action and effort toward goal-related activities and away from unrelated activities. Second, goals energize employees. Challenging goals lead to higher employee effort than easy goals. Third, goals affect persistence. Employees exert more effort to achieve high goals. Fourth, goals motivate employees to use their existing knowledge to attain a goal or to acquire the knowledge needed to do so.
11. Goal Setting theory Figure 1 Source: Adapted from Cherrington, D.J., Organizational Behavior (Boston, MA: Allyn and Bacon, 1994) pg 117
12. The goal-setting model indicates that individuals have needs and values that influence what they desire. A need is defined as a lack of something desirable or useful. According to Maslow's hierarchy of needs, all individuals possess the same basic needs. Individuals do, however, differ in their values. Values are defined as a group of attitudes about a concept that contains a moral quality of like or dislike and acceptable or unacceptable. Values determine whether a particular outcome is rewarding.
13. Employees compare current conditions to desired conditions in order to determine if they are satisfied and fulfilled. If an employee finds that he or she is not satisfied with the current situation, goal setting becomes a way of achieving what he or she wants. Research suggests that individual differences play a role in determining goal effectiveness. Self-regulation training can provide employees with an opportunity to set specific high goals, to monitor ways the environment may hinder goal attainment, and to identify and administer rewards for making goal progress, as well as punishments for failing to make progress.
15. Goals should be closely tied to an organization's mission and vision statement. The strategic goals, tactical goals and objectives, and operational goals and objectives support the mission statement of the organization.
19. The fourth type of strategic goal is the efficient use of physical assets and financial resources, such as human resources.
20.
21. Operational Goals Operational goals and objectives are determined at the lowest level of the organization and apply to specific employees or subdivisions in the organization. They focus on the individual responsibilities of employees.
22. Super – Ordinate Goals Super-ordinate goals are those goals that are important to more than one party. They are often used to resolve conflict between groups. Through cooperating to achieve the goal, the tension and animosity between groups is often resolved. Feelings of camaraderie are created along with trust and friendship. In order for them to be successful, the parties must first perceive that there is mutual dependency on one another. The super-ordinate goal must be desired by everyone. Finally, all parties involved must expect to receive rewards from the accomplishment of the goal. Super-ordinate goals can be powerful motivators for groups to resolve their differences and cooperate with one another.
23. Goal Setting Approaches 1 The Top-down Approach In the top-down approach, goal setting begins at the top of the organization. Management by objectives (MBO) is a commonly-used top-down approach. This approach focuses on coordinating goal setting, incentives, and feedback.
24. Goal Setting Approaches 2 The Bottom-up Approach The bottom-up approach begins at the lower levels of the organization. Individuals at the bottom of the organization's chart set the goals and objectives for members directly above. Operational goals and objectives determine the tactical objectives, which in turn determine the strategic goals and objectives. Finally, the organizational mission is defined according to the guidelines set by the employees.
25. Goal Setting Approaches 3 The Interactive Approach It is a process by which employees at different levels of the organization participate in developing goals and objectives. Top levels of the organization begin by developing a mission statement. Managers at different levels and departments of the organization then come together and determine the strategic goals.