Improving my competencies
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This document provides personal development activities for Mwaniki Frederick Kariuki to improve his personal effectiveness in four competency layers: personal, interpersonal, team, and organizational. It recommends that he set aside time each week to prioritize tasks, review projects with colleagues for feedback, critically analyze team performance to address issues, and participate in training, set goals, and get performance feedback from his team leader.
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HAME502: Building High-Performing Teams
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If the team is new,engage (or reengage) your team in a discussion of its vision and mission. What is the desired future state and the overall purpose of your team? What does the organization need the team to accomplish? Identify members’ roles and responsibilities. Prepare between 3-5 long-term and short-term goals. Enter your results into Chart A.
If you are new to the team, collect data. Interview at least five team members. Observe the team working. What do you notice? What is the work pattern? Based on your analysis of your data, identify and discuss between 3-5 actions/behaviors that the team needs from you.Enter your results into Chart B.
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Recommendations
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1.
2.
3.
4.
5.
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The curriculum ee
This document provides a summary of the sessions and activities for a leadership development programme over 6 days. The programme focuses on developing the participants' leadership skills at different levels - as individuals, in teams, and within their organization. It uses a combination of presentations, practical exercises, discussions and guest speakers. The exercises are designed to build skills like communication, feedback, collaboration and cultural awareness. Participants also work on developing personal leadership plans and team-based experiments to apply the learnings back at work over an interim period before the final module. The programme aims to help participants accelerate their performance as leaders.
Managing Matrix Organization
The document discusses matrix organizations and how to create a productive one. A matrix organization has employees report to both functional and project managers. Key points:
- Matrix organizations emerged in the 1960s aerospace industry and are well-suited for project-driven environments.
- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
- Scenarios and strategies are provided for a project manager meeting their first cross-matrix team with various issues. Focusing on goals, roles and building trust are emphasized.
Updated Team And Team Work
Teams are more effective than individuals at accomplishing tasks. The document discusses the types, stages of development, and importance of team building for effective teams. It outlines common team types like task forces, problem-solving teams, and self-managed work teams. The stages of team development include forming, storming, norming, and performing. Team building activities help strengthen relationships, roles, values, and processes to enhance task accomplishment and productivity.
Teamwork and team building
This document provides an overview of teamwork and team building. It discusses the forming, storming, norming, and performing stages of team development. It also describes different types of teams like traditional teams, self-directed teams, and e-teams. The document outlines the key aspects of effective team meetings, problem solving as a team through brainstorming and building consensus, and techniques for encouraging teamwork like team-building activities. The overall purpose is to explore different aspects of teams and how to become an effective team member.
About Corporate Wisdom, Bio and Clients
Krista Henley is a leadership coach and organizational consultant who founded Corporate Wisdom. She has over 20 years of experience coaching executives and facilitating leadership training. Her areas of expertise include leadership development, team building, and business consulting. She provides coaching to individuals and teams to improve interpersonal skills, reduce conflicts, and enhance performance. Some of her clients include HP, Cisco, Intel, and Stanford University. She aims to help clients strengthen skills in communication, conflict resolution, and achieving goals through experiential learning approaches.
Innovators_Guidebook_workdifferently_gravitytank
This document provides an overview of an Innovators' Guidebook developed by the Center for Care Innovation to teach the process of innovation. The guidebook takes the reader through six principles of working differently: See and Experience, Dimension and Diagram, Question and Reframe, Imagine and Model, Test and Shape, and Pitch and Commit. It provides techniques, methods, tips and worksheets to help teams apply each principle to solve problems in an innovative way. The document encourages an iterative process and emphasizes user-centered design thinking.
Team and team work
Individually, we are one drop but together, we are an ocean. Find meaning of this in this amezing presentation on Teamwork - Soumit Ranjan Jena
Assignment 2 Group-Level of Analysis – Portfolio ProjectDue Dat.docx
This assignment requires students to create a two-part portfolio as organizational behavior consultants analyzing a case study about developing successful cross-cultural teams. Part 1 is a written document organized under headings outlining the student's consulting practice, relevant experience, an analysis of problems and recommendations for the case study, and references. Part 2 is a Prezi presentation synthesizing the information. The portfolio aims to convince a client to hire the student as an OB consultant to address issues in the case study around cross-cultural team performance.
Team and team work
This is a slide where You will get to Understand much in a very simple n summarised way.
Watch it and please leave ur Comments.
BA 606 Lamar Community College Networking a Key to Successful.docx
The document discusses the importance of networking and managing boundaries for successful teamwork. It provides examples of how different teams manage their internal cohesion and external relationships. The document also discusses common team member roles and asks readers to identify which roles they play on their own teams. Finally, it provides suggestions for how to respond to classmates' discussions on team roles and boundaries.
BA 606 Lamar Community College Networking a Key to Successful.docx
The document discusses the importance of networking and team boundaries for successful teamwork. It provides examples of how different teams manage their internal cohesion and external relationships. The document also discusses common team member roles and asks readers to identify which roles they play on their own teams. Finally, it provides guidance on how to respond respectfully to other students' comments on the discussion questions.
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Depression in children and Adults by Anne Marete
1) Irene's 7-year-old daughter was exhibiting signs of depression including being miserable, sensitive, tearful and losing interest in activities. 2) Children can experience depression due to biological, physiological and environmental factors like peer pressure, academic pressure, abuse, and parental issues. 3) Signs of depression in children include not playing, ignoring people, loss of interest and complaints of physical ailments. Depression can be treated through therapy, medication, lifestyle changes, and parental support.
Planet Business Company Profile
Planet Systems is an IT products and services company in Uganda that focuses on building and supporting networked enterprise systems. It provides solutions for customer relationship management, supply chain management, project management, ERP systems, and more. The company's mission is to provide quality enterprise solutions to organizations in East and Southern Africa. Planet Systems' management team has experience in IT and business and complementary skills in selling enterprise systems. It offers customized hosted or installed products and consulting services.
Datacare Company Profile Sept 2010
Comprehensive information on our vision and mission, products and services that we deal with and some of the projects that we have undertaken for our clients.
The New BSC - IPM 2009
The document discusses AIESEC's balanced scorecard, which aims to align business activities with the organization's vision and strategy. It explains the key elements of a balanced scorecard, including translating strategy, setting goals and metrics, and facilitating strategic feedback. The document then outlines AIESEC's new business logic model and strategy map, which focuses on customers, sustainability, and "the way we do it" through internal processes and learning & capacity. It provides details on AIESEC's critical success factors, processes, and key performance indicators to measure progress.
Short term DT - EP Recruitment guide
This document discusses short-term AIESEC experiences that last 1-3 months. It notes there is high demand from students for efficient, short-term international opportunities during summer or semesters. For local committees, offering diverse, short experiences helps achieve goals and recruit more students. Short-term roles discussed include exchanges, leadership like being VP external, and projects. Recruitment can be ongoing to fill various opportunities. Induction should maximize learning and getting members to achievement quickly within 2 weeks through parallel processes.
TT Diversification Technical Background guide
Diversification. TT Recruitment Package -TMU 08.09 discusses recruiting and retaining technical students (those with backgrounds in IT, engineering, technology etc.) within AIESEC. It outlines the specific benefits these students bring, where to find them, and how to promote opportunities to appeal to their interests in solving complex problems, innovation, and professional skills development. The document recommends adjusting recruitment messages and using online channels to engage technical students. It also provides guidance on inducting, selecting, allocating roles to, and retaining technical student members.
My competencies ... latest
This document summarizes Mwaniki Frederick Kariuki's self-assessment of his competencies. It shows ratings across 11 competencies, with scores ranging from 1.5 to 3.0. The competencies are grouped based on importance to success at work. The self-assessment is based on Kariuki's own views and may differ from how others see his competencies. Competencies with limited self-reported data are marked as such.
Transition process
The document outlines the steps in the transition process from one leadership team to the next in AIESEC. It discusses preparing both the outgoing and incoming teams. The outgoing team prepares by setting objectives and defining responsibilities. They help the incoming team by involving them and preparing them personally and professionally. The transition culminates with the delivery phase where knowledge and information is passed from the outgoing to incoming team through various methods like meetings and materials. The goal is a successful leadership transition that continues the work of AIESEC.
ER Academy notes
The document provides an overview of the AIESEC "ER Academy" which teaches skills related to external relations. It covers three areas: 1) Planning ER activities such as market research and product development, 2) Selling products through activities like prospecting partners and running sales meetings, and 3) Account management including delivering partnerships, reporting on them, and developing champions within partner organizations. The overall goal is to teach participants how to develop and maintain sustainable external partnerships and sources of revenue for AIESEC.
030405.Thinketh
This document is an introduction to the book "As a Man Thinketh" by James Allen. It introduces some of the key concepts that will be explored in the book, including that a person's character and circumstances are a result of their thoughts. The introduction states that by controlling thoughts, a person can shape their character and the conditions of their life. It also notes that the book is not intended as an exhaustive treatise but to stimulate readers to discover how their thoughts influence their experience of the world.
MCP application
This document provides information about applying for an MCP position with AIESEC in Uganda for the 2009-2010 term. It outlines the application process and timeline, with applications due on March 23, 2009 and elections to be held on April 11, 2009. It provides the contact information for Ram Abubakar Muhammad to ask any questions about the application or election process. The document is calling for people to take action and apply for the MCP position.
Learning Networks concept
Dr. Mugerwa, Dean-MUBS; Dr. Mukiibi, Dean-MUK; Dr. Mugisha, Dean-UCU; Dr. Kibirige, Dean-Ndejje.
Short term TT recruitment package
This document discusses short-term AIESEC experiences that could last 3-6 months or 6-12 months. It notes that short-term experiences appeal to technical students who want to gain leadership skills quickly without a long time commitment. For the individual, a potential short-term experience is described lasting from October to December and involving recruitment, joining a project, becoming a project coordinator, going on exchange, and completing a high four task force. The document also addresses recruitment and induction processes for short-term experiences.
Terp Uganda - Invitation letter
The organizing committee of the Learning Networks Day invites Odrek Rwabogo to be the guest of honor and give a presentation on "Education and ICT" at their annual event on April 10, 2008. The presentation should discuss how ICT-based knowledge is important in Ugandan society and how students and companies can use ICT to benefit communities. Representatives from Uganda Wildlife Authority, Private Sector Foundation, and AIDS Information Center will also participate as discussants.
Planning schedule
The weekly plan document outlines the goals and tasks for an individual for an upcoming week. It includes visualizing chapters in books, focusing on areas from the book "The Magic of Thinking Big", tracking new and existing accounts, IT support trainings, pending and daily tasks, meetings and phone calls scheduled each day of the week, and an evaluation section to track progress on tasks.
mills-chap1
This document provides summaries of reviews for a book titled "While Out of My Body, I Saw God, Hell and the Living Dead". The reviews praise the book for its graphic and eye-opening details of hell. One review calls it a "masterpiece" and "the most interesting book" on the reality of hell. Another says it provides "amazing, eye-opening details" and is "the most comprehensive, realistic tour of hell". A third review states it is "frighteningly graphic" and "an incredible revelation of God and hell".
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Improving my competencies
- 1. netBiog of Mr Mwaniki Frederick Kariuki (Kariuki) http://www.netbiog.com/OutputWindows/Generic.aspx?ProfileUID=236... Home What is a netBiog? Open Account Organisations Individuals About Us Help Welcome: kisfred@yaho.. Home Page Logout Profile Name: 10132.162604 Stage, View Title: Development Objective based on self ratings Mwaniki Frederick Kariuki's Contributors Personal Effectiveness The activities below are designed to help you in: becoming more personally effective. They have been divided into four Competency Layers: personal, interpersonal, team and organisational. As you progress through AIESEC and beyond, you can think of developing your capability by moving through these four layers, progressively growing your impact as an individual contributor, change agent or potentially as the leader of a team or organisation. Find the activities that seem most relevant to you. You may find it helpful to record these in your Personal Development Guide Personal Competencies Every week set aside regular time to list everything you (and if you manage a team) and your team need to do in the next weeks and establish priorities for these activities. Sort your priorities into a four box matrix, with important/unimportant and easy/difficult axes. Focus on the important/easy quadrant after identifying whether or not you have any “show stoppers” in the important/difficult quadrant. Interpersonal Competencies Review with a colleague a recent project or task for which you have had planning responsibility, taking into account resources used, costs, the time scales and the final outcome. Ask them for feedback on what they thought you did well and what you could have done better. You may want to formalise the feedback in the form of an end of task or end of project review. Team Competencies Critically analyse the performance of your role, the team, a project or systems within your circle of influence. Compile a list of all the issues and improvements you feel should be made and identify the changes that will have the most impact. At your next team meeting gain agreement for you to present your thoughts and encourage the team to work with you to address the identified issues. Organisational Competencies Find out from the person responsible for training and development (in most cases the Vice President Talent Management) about the list of planned skill training and ensure that you have signed up for personal effectiveness and time management training. Go through a self reflection and discovery process, setting both your personal goals and those specific to your role. By tracking the goals you have set and reflecting on those in your personal development plan, you can create a picture of where you want to be and compare it with where you are now. Go through a performance appraisal and a feedback session with your team leader and get feedback on your personal effectiveness, based on observations they have made as you have worked together. Back 1 of 1 4/23/2009 6:41 PM