Gestione del Tempo 4. I sei Consigli di valutazione del Tempo Manager.it
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attivitàManager.it
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 4. I sei Consigli di valutazione del Tempo Manager.it
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attivitàManager.it
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 1. I sei passi della gestione del tempoManager.it
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
Ipercompetizione 5. Capacità di creare delle DiscontinuitàManager.it
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della DiscontinuitàManager.it
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR managementManager.it
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e SviluppoManager.it
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle CarriereManager.it
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni Manager.it
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Gestione del Tempo 1. I sei passi della gestione del tempoManager.it
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
Ipercompetizione 5. Capacità di creare delle DiscontinuitàManager.it
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della DiscontinuitàManager.it
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR managementManager.it
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e SviluppoManager.it
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle CarriereManager.it
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni Manager.it
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
1. Le “perle” ancora attuali
della Grande Depressione
Il futuro del lavoro
2. Nel 1930 Keynes scrisse un articolo intitolato
“Le possibilità economiche dei nostri pronipoti”
in cui immaginava uno stadio mediano tra
rivoluzione e stagnazione che avrebbe lasciato i
pronipoti molto più ricchi dei loro nonni ma con
un percorso tortuoso e non senza pericoli
6. Secondo altri «esperti» la crescita della
produttività avrebbe aumentato le
entrate grazie al risparmio sulla
manodopera
7. Questa maggiore ricchezza avrebbe generato
domanda di nuovi prodotti/servizi con cui
sarebbero stati creati nuovi posti di lavoro
per i lavoratori in difficoltà
8. La paura fece proseliti con il Luddismo,
fenomeno di ribellione nel tessile
in cui i lavoranti si misero a distruggere
i telai meccanici
che avevano “rubato” il loro lavoro
9. Dal 1570 all’inizio
dell’era tecnologica
il PIL Britannico aveva
a malapena
raddoppiato
per poi triplicare dal
1570 al 1875
e più che triplicare
ancora nei successivi
100 anni
10. L’industrializzazione
non eliminò la
necessità della
manodopera
umana, al contrario
creò opportunità di
impiego sufficienti
a nutrire le
necessità
dell’esplosione
demografica
del 20° secolo
(continua su Manager.it)