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Action Learning Marquardt
This document summarizes several successful examples of companies using action learning around the world to solve problems and develop leaders. Action learning involves forming diverse teams to solve complex, urgent problems in real-time while also building team and leadership skills. Examples described include a brewery in Japan improving can quality, a bank in the Caribbean improving customer service, the UN building a sustainable headquarters in Kenya, and a mining company in South Africa improving cost management. Key elements for effective action learning programs identified are problems of high urgency and complexity, reflection, team diversity, clear goals and support from top management.
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Marcos Ton is a 46-year-old consultant, trainer, business coach, and action learning coach with over 15 years of experience developing leadership and sales teams for national and multinational companies in Brazil. He has an MBA in engineering and innovation as well as specializations in business consulting, education management, strategic human resource management, and e-business information technologies. Ton teaches post-graduate courses in sales negotiation and technical courses in sales administration. He volunteers as a business mentor for small and medium enterprises and with organizations focused on student entrepreneurship and Bible study.
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Action Learning Marquardt
This document summarizes several successful examples of companies using action learning around the world to solve problems and develop leaders. Action learning involves forming diverse teams to solve complex, urgent problems in real-time while also building team and leadership skills. Examples described include a brewery in Japan improving can quality, a bank in the Caribbean improving customer service, the UN building a sustainable headquarters in Kenya, and a mining company in South Africa improving cost management. Key elements for effective action learning programs identified are problems of high urgency and complexity, reflection, team diversity, clear goals and support from top management.
Action Learning
Action learning is an approach to problem solving that involves teams working on real problems or challenges while also focusing on learning. It has four key stages: planning, acting, observing, and reflecting. The process is cyclical, with teams continually refining their approach based on observations and reflections. Action learning aims to simultaneously solve problems while developing leadership skills and enabling lifelong learning through a process of questioning assumptions and considering different perspectives.
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A brief overview on the Action Learning Construct. Prepared for my MA program in Industrial Psychology at the Chicago School of Professional Psychology.
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Action Learning is more that just learning by doing, though it is certainly that. This presentation introduces the underlying theory behind Action Learning and suggests ways this approach to learning might be used in a higher education environment.
World Institute for Action Learning Presentation to MNODN
Action learning is a process that involves small groups working on real business problems to take action and learn. It provides opportunities for leadership development, organizational change, team development, and problem solving. At Target, action learning is being used to develop leaders and shape strategy. Groups of directors work on relevant business issues, promoting cross-functional collaboration. Participants find it highly impactful for growth. Target has seen advanced business insights and support for innovating how they operate. The success factors include aligning with real problems and stakeholder involvement. A new Minnesota chapter of the World Institute for Action Learning aims to expand local opportunities and resources.
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Marcos Ton is a 46-year-old consultant, trainer, business coach, and action learning coach with over 15 years of experience developing leadership and sales teams for national and multinational companies in Brazil. He has an MBA in engineering and innovation as well as specializations in business consulting, education management, strategic human resource management, and e-business information technologies. Ton teaches post-graduate courses in sales negotiation and technical courses in sales administration. He volunteers as a business mentor for small and medium enterprises and with organizations focused on student entrepreneurship and Bible study.
Certificado Mentoria Estratégica Mentor Talks
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Marcos Ton é um consultor, treinador, coach e coach de aprendizagem de ação certificado com mais de 14 anos de experiência. Ele fornece serviços de treinamento e desenvolvimento de liderança e equipes de vendas para empresas nacionais e multinacionais no Brasil. Ele tem uma educação sólida, incluindo um MBA em Engenharia e Inovação. Além disso, ele contribui como instrutor voluntário para organizações sem fins lucrativos.
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O documento discute os cinco talentos dominantes de Marcos Ton, identificados por um teste: Estudioso, que gosta de aprender; Ativação, que gosta de tomar ação; Realização, que gosta de alcançar objetivos; Organização, que gosta de arrumar fatores de forma produtiva; e Excelência, que busca a perfeição. O documento descreve cada talento e como eles podem levar ao sucesso profissional e pessoal.
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Este perfil psicométrico fornece uma previsão válida da personalidade natural de Marcos Ton baseada no modelo dos Cinco Grandes Fatores. O perfil descreve o potencial de Marcos Ton para alto desempenho em várias carreiras, não sendo uma medição de seu desempenho atual. O perfil contém descrições de Marcos Ton nos cinco fatores - Propósito, Energia, Afirmação, Conhecimento e Sustentabilidade - além de um inventário de 32 características de competências de trabalho.
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Marcos Ton's assessment identified his top 5 leadership characteristics as relating skills, inspiring others, acting with honor and character, creating the new and different, and getting work done through others. Potential blind spots included balancing work/life and demonstrating personal flexibility. No potential hidden strengths were identified. Common barriers to career success like overdependence on others, poor change management skills, and lack of openness were not identified as problem areas for Marcos Ton.
Marcos ton perfil alpha
Este relatório fornece um resumo dos resultados do teste de avaliação alfa de Marcos Ton. Seu total de pontos fortes alfa está no terceiro quartil, enquanto seu total de riscos alfa também está no terceiro quartil. Isso indica que ele tende a ser direcionado para resultados, autoconfiante e persistente, mas também pode exigir demais de si mesmo e dos outros as vezes. O relatório fornece dicas para que Marcos possa minimizar seus riscos alfa, como passar mais tempo colaborando com os outros e reconhecendo as
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Marcos rogério cesar ton
Este relatório fornece um resumo do perfil comportamental e profissional do Sr. Marcos T. Rogério César Ton para o cargo de consultor de vendas. O relatório indica que ele tem características como segurança para tomar decisões, auto-estima e gosto por desafios que o beneficiam nesta função. Recomenda que ele foque em desenvolver habilidades de escuta ativa e cooperação para obter melhores resultados.
Teste Franklin Covey Ton Ppa Survey
The document summarizes the Time Matrix model, which divides activities into four quadrants based on their urgency and importance.
1) Quadrant I contains urgent and important tasks like crises or deadlines that require immediate attention. 2) Quadrant II contains important but not urgent tasks like planning and relationship building that are key to productivity but often neglected. 3) Quadrant III contains urgent but unimportant tasks like interruptions that waste time. 4) Quadrant IV contains unimportant and not urgent tasks like excessive internet use that should be avoided. The goal is to spend most time in Quadrants I and II, especially II which is important for balance and effectiveness.
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Este documento discute o uso da educação a distância (EAD) no ambiente corporativo para capacitação profissional. Ele resume a história da EAD no Brasil, explora como as tecnologias de informação podem ser usadas para interação no EAD, e analisa as possibilidades e limites do EAD no contexto corporativo.
Referências profissionais no linkedin
Marcos Ton é um consultor, treinador, coach e coach de aprendizagem de ação certificado com mais de 14 anos de experiência. Ele fornece serviços de treinamento e desenvolvimento de liderança e equipes de vendas para empresas nacionais e multinacionais no Brasil. Ele tem uma educação sólida, incluindo um MBA em Engenharia e Inovação. Além disso, ele contribui como instrutor voluntário para organizações sem fins lucrativos.
Marcos ton assessment gallup
O documento discute os cinco talentos dominantes de Marcos Ton, identificados por um teste: Estudioso, que gosta de aprender; Ativação, que gosta de tomar ação; Realização, que gosta de alcançar objetivos; Organização, que gosta de arrumar fatores de forma produtiva; e Excelência, que busca a perfeição. O documento descreve cada talento e como eles podem levar ao sucesso profissional e pessoal.
Perfil comportamental ibc
A metodologia do Instituto Brasileiro de Coaching identifica perfis comportamentais mapeando a dominância cerebral, adaptando o trabalho de Ned Hermman sobre o cérebro inteiro e criativo, publicado originalmente em inglês pela editora Mc Graw Hill.
Marcos personality
Este perfil psicométrico fornece uma previsão válida da personalidade natural de Marcos Ton baseada no modelo dos Cinco Grandes Fatores. O perfil descreve o potencial de Marcos Ton para alto desempenho em várias carreiras, não sendo uma medição de seu desempenho atual. O perfil contém descrições de Marcos Ton nos cinco fatores - Propósito, Energia, Afirmação, Conhecimento e Sustentabilidade - além de um inventário de 32 características de competências de trabalho.
Marcos ton prospective assessment
Marcos Ton's assessment identified his top 5 leadership characteristics as relating skills, inspiring others, acting with honor and character, creating the new and different, and getting work done through others. Potential blind spots included balancing work/life and demonstrating personal flexibility. No potential hidden strengths were identified. Common barriers to career success like overdependence on others, poor change management skills, and lack of openness were not identified as problem areas for Marcos Ton.
Marcos ton perfil alpha
Este relatório fornece um resumo dos resultados do teste de avaliação alfa de Marcos Ton. Seu total de pontos fortes alfa está no terceiro quartil, enquanto seu total de riscos alfa também está no terceiro quartil. Isso indica que ele tende a ser direcionado para resultados, autoconfiante e persistente, mas também pode exigir demais de si mesmo e dos outros as vezes. O relatório fornece dicas para que Marcos possa minimizar seus riscos alfa, como passar mais tempo colaborando com os outros e reconhecendo as
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Marcos rogério cesar ton
Este relatório fornece um resumo do perfil comportamental e profissional do Sr. Marcos T. Rogério César Ton para o cargo de consultor de vendas. O relatório indica que ele tem características como segurança para tomar decisões, auto-estima e gosto por desafios que o beneficiam nesta função. Recomenda que ele foque em desenvolver habilidades de escuta ativa e cooperação para obter melhores resultados.
Teste Franklin Covey Ton Ppa Survey
The document summarizes the Time Matrix model, which divides activities into four quadrants based on their urgency and importance.
1) Quadrant I contains urgent and important tasks like crises or deadlines that require immediate attention. 2) Quadrant II contains important but not urgent tasks like planning and relationship building that are key to productivity but often neglected. 3) Quadrant III contains urgent but unimportant tasks like interruptions that waste time. 4) Quadrant IV contains unimportant and not urgent tasks like excessive internet use that should be avoided. The goal is to spend most time in Quadrants I and II, especially II which is important for balance and effectiveness.
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Chapter 2
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2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
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