Human resources power pt.
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Human resources departments in the past handled issues of jealousy and unfair treatment in the workplace by counseling employees and terminating those who caused problems. However, human resources now focuses more on hiring, firing, and avoiding lawsuits rather than dealing with interpersonal issues. As people succeed in their careers, they will inevitably face jealousy and envy from others. It is important to identify signs of jealousy, remain modest about accomplishments to avoid provoking envy, and empower others rather than taking sole credit for successes.
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The document is a sales rally presentation that discusses crucial conversations. It defines crucial conversations as interactions that have high stakes, varying opinions, and strong emotions. It notes that people often avoid or mishandle crucial conversations. The presentation provides tips for effectively handling crucial conversations, such as maintaining mutual purpose and respect, focusing on goals rather than winning, and making people feel safe to share ideas openly. The goal is to have open dialogue and share all relevant information to find the best solutions.
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The book summarizes research that Kahneman performed during decades, often in collaboration with Amos Tversky.[3][4] It covers all three phases of his career: his early work concerning cognitive biases, his work on prospect theory, and his later work on happiness.
The slide discusses about the different topics of the book.
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It’s not the actual work that is driving you crazy; you like the work. It’s the emotional undercurrents, gossiping and backstabbing thickening the air that you find exhausting....
Team work - Surviving office politics
It’s not the actual work that is driving you crazy; you like the work. It’s the emotional undercurrents, gossiping and backstabbing thickening the air that you find exhausting
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The document discusses strategies for effective human resources management and administrative leadership. It argues that hiring the right employees, clear communication, mentorship programs, recognition, and supporting leaders are key to retaining quality staff. An effective leader seeks employees with skills like innovation, team orientation, reliability and oral communication. The document also presents a model of human resources alignment that links recruitment, hiring, assessment, training and compensation to improving teacher competencies and school performance.
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2. The pipeline involves identifying topics from the classroom, reviewing literature, designing studies, implementing research, and presenting findings.
3. Each step is like a "cylinder" in the pipeline, with the final "spigot" being publication in peer-reviewed journals.
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The document discusses Dr. Fenwick W. English's challenge to modern educational administration theory and practice from a postmodern perspective. It outlines strategies to guide a postmodern theoretical and practical paradigm, including abandoning the idea of a single knowledge base or administrative science, allowing flexibility and a variety of approaches rather than being grounded in one worldview, and recognizing that theory is embedded in every practice. It also calls for recognizing that certification and improvement models are outdated, ceasing enforcement of conformity, and making adjustments to accept new worldviews in educational leadership.
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The document discusses strategies for effective human resources management and administrative leadership. It argues that hiring the right employees, clear communication, mentorship programs, recognition, and developing a supportive culture are key to retaining quality staff. An effective leader seeks employees who are innovative, team-oriented, reliable, and enthusiastic about their work. The document also outlines components of an HR alignment model used by one school district, including recruitment, hiring standards, induction programs, professional development, and performance management.
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4. Leaders should challenge experts and pros rather than follow blindly.
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Loretta terry's power point
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