Human Relations Survey 2010
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The document summarizes the findings of a human relations survey conducted in December 2010. It collected data through emails, social media, and online groups from 150 respondents from 12 countries regarding networking, career management, and team dynamics. The survey found that most respondents view networking as a way to create mutually beneficial relationships. Respondents used various social and business networking tools and had objectives like promoting ideas, recruiting, and connecting with customers. Regarding careers, most had clear goals but varying times to find the right fit, and mentors were seen as important for planning. Motivators for jobs included interesting work, company values, and meaningful objectives. In teams, common roles assumed were [ROLE 1], [ROLE 2], and [ROLE
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88 VIRTUAL TEAM SUCCESS
So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members account-
able is that they don’t effectively communicate expectations — or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader
becomes aware of the problem, and when the opportunity to
provide feedback arises.
Conflict avoidance is another reason. Many leaders would
rather attempt to wait out a problem than risk getting into a
potentially contentious conversation with a team member.
And dealing with poor performers is particularly difficult
when you can’t regularly observe your team members. How can
virtual team leaders regularly monitor team members’ work when
they have limited or no physical contact? To make matters worse,
how can a virtual team leader provide timely feedback and/or
hold team members accountable when leading a team whose
members do not report directly to him or her?
Raygen Company Slump: How Would You Handle It?
Before we introduce the factors that separate the best virtual team
leaders from the rest of the pack and provide some practical tips
for enhancing your effectiveness, take a few minutes to assess how
you would deal with a virtual team that is having performance
problems.
Read the following case study and think about how you would
handle it. Write down how you would approach each situation.
After you complete that process, use the scoring guidelines to
evaluate how you did. Then when you’ve reviewed the tips and
guidelines for leading from a distance, revisit the case study to
determine what you might do differently.
Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
Created from apus on 2017-03-09 19:28:25.
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How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-
vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
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· transfer pricing and taxation
· corporate social responsibility and reporting
Failure to include these will result in a reduced grade.
· Your paper should consider accounting, tax, and audit issues for your company, and will be informed by discussions in our conferences as we define terms and key concepts for your required deliverables. Additional credit is given for discussing the company’s competitive environment.
· Cover pages, abstract/ executive summary, table of content if you chose to include or bibliography / reference lists do not count toward page count.
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88 VIRTUAL TEAM SUCCESS
So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members account-
able is that they don’t effectively communicate expectations — or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader
becomes aware of the problem, and when the opportunity to
provide feedback arises.
Conflict avoidance is another reason. Many leaders would
rather attempt to wait out a problem than risk getting into a
potentially contentious conversation with a team member.
And dealing with poor performers is particularly difficult
when you can’t regularly observe your team members. How can
virtual team leaders regularly monitor team members’ work when
they have limited or no physical contact? To make matters worse,
how can a virtual team leader provide timely feedback and/or
hold team members accountable when leading a team whose
members do not report directly to him or her?
Raygen Company Slump: How Would You Handle It?
Before we introduce the factors that separate the best virtual team
leaders from the rest of the pack and provide some practical tips
for enhancing your effectiveness, take a few minutes to assess how
you would deal with a virtual team that is having performance
problems.
Read the following case study and think about how you would
handle it. Write down how you would approach each situation.
After you complete that process, use the scoring guidelines to
evaluate how you did. Then when you’ve reviewed the tips and
guidelines for leading from a distance, revisit the case study to
determine what you might do differently.
Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
Created from apus on 2017-03-09 19:28:25.
C
o
p
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ig
h
t
©
2
0
1
0
.
C
e
n
te
r
fo
r
C
re
a
tiv
e
L
e
a
d
e
rs
h
ip
.
A
ll
ri
g
h
ts
r
e
se
rv
e
d
.
How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-
vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
functional virtual team made up of ten geographically dispersed
employees from marketing, sales, consulting, and finance.
Throughout this three-year period, the team was extremely
successful in generating and implementing new marketing
strategies.
However, it appears as though the team has hit a plateau in
terms of its performance. Both the quality and ...
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· The company must have inventory, receivables, and segments.
· The company must have international operations.
· Prepare a three- to five -page report, single spaced, and a PowerPoint presentation to post in our conferences, include a general discussion of the company, its key financial information and must include a discussion of :
· transfer pricing and taxation
· corporate social responsibility and reporting
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· Your paper should consider accounting, tax, and audit issues for your company, and will be informed by discussions in our conferences as we define terms and key concepts for your required deliverables. Additional credit is given for discussing the company’s competitive environment.
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CERIC 2015 Survey of Career Service Professionals, Private Sector
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
HR 206 week 1 chapter 1 presentation
This document summarizes an employee training class. It introduces the instructor Sean Serrao and outlines the agenda which includes a syllabus review, homework review, and discussion of Chapter 1. The chapter covers the role of training in business and different types of organizational capital. It also discusses trends in the changing workplace and introduces the concept of a training design process. Students are assigned reading and group work to design a training program for their organization.
Strengthen Your Searching
This document provides an agenda for a LinkedIn Talent Solutions training. It includes an overview of building search skills using LinkedIn tools, the five levels of identifying talent through different search techniques, a product demonstration, goals for success using the tool, and upcoming events and training dates.
SQH Comparative Study - Slideshare
This document provides guidance for a comparative study project on continued professional development (CPD) and personal review and development (PRD). It outlines the aims to compare the minimum requirements, current provision, perceptions, and impact/effectiveness of CPD and PRD between a school and host organization. The document discusses the methodology, which will include questionnaires, focus groups, and a literature review. It also provides tips for using various tools to conduct questionnaires, focus groups, and research online.
Career development ppt
This document discusses career development and the roles of both employers and employees in the career development process. It outlines several methods that organizations can use to support career development, including career planning workshops, career counseling, mentoring, and personal development plans. Both employers and employees have important roles to play - employers should encourage and reward employees, while providing development opportunities. Employees are responsible for assessing their own skills and knowledge, seeking career information, and establishing goals. The document also presents five typical career stages from preparation for work to late career.
CERIC 2015 Survey of Career Service Professionals, Post-Secondary Education S...
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
A study on Employee Engagement in HMIL
The document discusses employee engagement at an automotive company in India. It provides background on employee engagement and defines engaged, not engaged, and actively disengaged. It then summarizes the company profile, objectives of a study on employee engagement activities, research methodology used, and key findings. Findings show most employees are satisfied with engagement activities but few are given opportunities to provide suggestions. Suggestions include giving employees more decision authority, encouraging idea sharing, improving relationships through activities, and conducting regular surveys to understand changing needs.
Learning focused Evaluation
The document discusses the importance of strategic learning for nonprofit effectiveness and leadership. It argues that evaluation should focus on learning what works, for whom, and why rather than just accountability. The key aspects of strategic learning are: creating data gathering processes to leverage evaluation findings; infusing learning into planning; and taking immediate action based on evaluations. However, only about 25% of nonprofits are effective learners. The document outlines a seven step strategic learning process involving gathering data, analyzing results, making meaning from findings, and using decisions to improve programs.
How to Navigate Your Career
The document discusses four questions to help navigate your career:
1) Where do I fit in terms of field, region, sector, organization structure, and workplace style?
2) How do I add value by mastering a discipline, understanding other disciplines, and knowing how to use tools and technologies?
3) Can I learn to compete to collaborate as a valued team member by leading projects, following directions, and being flexible?
4) Can I learn to be an intelligent communicator by reading nonverbal signals, having curiosity in people, and a desire to serve others through communication?
How to Navigate Your Career 2-2015
An informative presentation of how to think about and plan your professional career in the workplace reality of online, artificial intelligence, cloud, analytics, and social networking.
Links to a series of free videos that provide more insight and information
About HRM avnjhgftuhgsgjkkgfgjhdfujgfjlj
This document summarizes key points about interviewing candidates from Chapter 7 of the textbook "Human Resource Management" by Gary Dessler. It discusses the main types of selection interviews, factors that can undermine an interview's usefulness, and how to conduct an effective structured situational interview. Guidelines are provided for interviewers on how to structure questions, administer interviews, and evaluate candidates effectively. The document also lists guidelines for interviewees on how to prepare and present themselves during an interview.
Experience Research Best Practices - UX Meet Up Boston 2013 - Dan Berlin
The document provides guidance on best practices for experience research. It discusses understanding research goals, choosing appropriate research methods, gathering qualitative data through tasks, moderator guides, note taking, and organizing findings. The key points are: understand business goals and user needs to define research goals; use a methods chart to evaluate options based on goals, timeline, budget and other constraints; and properly document studies through moderator guides, notes grids, and findings sheets to facilitate analysis.
Similar to Human Relations Survey 2010 (20)
OGSA - Attract, Select, Train and Retain, A Great Team - McKinley Solutions
OGSA - Attract, Select, Train and Retain, A Great Team - McKinley Solutions
PGA of Ontario - Human Resource Leadership for the Golf Industry
PGA of Ontario - Human Resource Leadership for the Golf Industry
CERIC 2015 Survey of Career Service Professionals, Government Sector
CERIC 2015 Survey of Career Service Professionals, Government Sector
CERIC 2015 Survey of Career Service Professionals, Private Sector
CERIC 2015 Survey of Career Service Professionals, Private Sector
CERIC 2015 Survey of Career Service Professionals, Post-Secondary Education S...
CERIC 2015 Survey of Career Service Professionals, Post-Secondary Education S...
Experience Research Best Practices - UX Meet Up Boston 2013 - Dan Berlin
Experience Research Best Practices - UX Meet Up Boston 2013 - Dan Berlin
Human Relations Survey 2010
- 1. Human Relations Survey December 2010 Presented to Professor Gail Lorber By Mohammad Samy
- 2. Survey Topics Survey Objectives Data Collection and polls Findings Agenda
- 3. Networking Career Management Team Dynamics & Leadership Survey Topics
- 4. Data Collection Collecting data regarding those three topics and showing the statistical figures regarding each topic. Adding value to survey takers as a Learning tool As an educational tool by giving the survey takers an idea about some topics and tools could be helpful for them. Survey Objectives
- 5. Direct Emails to my connection Facebook & LinkedIn Online groups 150 Survey taker Ranging 21-50 years old Representing 12 Countries (4 Continents ) Data Collection and polls
- 6. Represented Countries Egypt India Kingdom of Saudi Arabia Malaysia Morocco Pakistan Palestine Russia South Africa Spain United States Vietnam
- 7. Findings & Statistical analysis
- 8. Networking Section 1
- 9. 1. Do you view business networking as a way to create a win-win situation.
- 10. 2. Do you use any social or business networking tools?
- 11. 3. Which of the following networking tools you do you use? (Please choose all that apply.)
- 12. 4. What are your networking objectives? (Please choose all that apply.)
- 13. To promote my ideas, projects and services. to headhunt people (since am a recruiter) To approach customers. Other Networking Objectives
- 14. Career Management Section 2
- 15. 5. Do you have clear career objectives?
- 16. 6. How long did it take you after graduation to find the best career for you?
- 17. 7. Did you ever have a career advisor or mentor?
- 18. 8. How was important having a career advisor or mentor for your career planning stages?
- 19. What are your top three motivators for taking a job?
- 20. Interesting and challenging work in an international setting. Company with Values. Meaningful objectives. Job I Love & I will enjoy doing for the rest of my life. Other motivators for taking a job?
- 21. Team Dynamics & Leadership Section 3
- 22. 10. When you work in a group or as a team member what are the top three roles are you most likely to assume?
- 23. ?
- 24. Thank You