The document discusses Stephen M.R. Covey's book "The Speed of Trust" and provides an overview of Covey's background and insights from the book. It describes how Covey argues that trust is a key driver of organizational performance and outlines the five waves of trust development, from self trust to societal trust. The document also summarizes some of the behaviors that Covey says can help build trust in relationships.
The speed of trust presntation get betterRobert Cole
This document discusses the importance of continuously improving oneself through learning, growing, and renewing. It defines "Get Better" as developing both formal and informal feedback systems to learn from mistakes in order to succeed in a changing environment. It provides examples of how getting better builds trust and confidence in one's abilities. The document argues that getting better is essential for managing change and avoiding burnout.
Trust is essential to all relationships and organizations. When trust is high, communication is more effective and people are willing to share ideas and credit. When trust is low, people manipulate information and look to take credit themselves. The document outlines five levels of trust: self, relationship, organizational, market, and societal. It provides behaviors to build each level of trust, such as being honest, keeping commitments, sharing information, and contributing to society. Restoring lost trust takes time and is easier when the loss was due to competence rather than character.
The document provides an overview of a training program on interpersonal communication and relationship building skills. The summary is:
The training program covers defining effective communication, understanding non-verbal communication and interpersonal styles, building relationships through trust and credibility, and developing assertiveness. Key areas include active listening, overcoming barriers to communication, and strategies for resilience and conflict resolution. The goal is to provide managers with skills for open and honest engagement with their teams.
How often have you been in a situation that did not go as expected - and you have no idea why? Or have you seen others make the same mistakes over and over again and be surprised when they get the same results?
This will give you an insight into why, and more importantly help you take the first steps to a new, successful path.
The document discusses Stephen M.R. Covey's book "The Speed of Trust" and provides an overview of Covey's background and insights from the book. It describes how Covey argues that trust is a key driver of organizational performance and outlines the five waves of trust development, from self trust to societal trust. The document also summarizes some of the behaviors that Covey says can help build trust in relationships.
The speed of trust presntation get betterRobert Cole
This document discusses the importance of continuously improving oneself through learning, growing, and renewing. It defines "Get Better" as developing both formal and informal feedback systems to learn from mistakes in order to succeed in a changing environment. It provides examples of how getting better builds trust and confidence in one's abilities. The document argues that getting better is essential for managing change and avoiding burnout.
Trust is essential to all relationships and organizations. When trust is high, communication is more effective and people are willing to share ideas and credit. When trust is low, people manipulate information and look to take credit themselves. The document outlines five levels of trust: self, relationship, organizational, market, and societal. It provides behaviors to build each level of trust, such as being honest, keeping commitments, sharing information, and contributing to society. Restoring lost trust takes time and is easier when the loss was due to competence rather than character.
The document provides an overview of a training program on interpersonal communication and relationship building skills. The summary is:
The training program covers defining effective communication, understanding non-verbal communication and interpersonal styles, building relationships through trust and credibility, and developing assertiveness. Key areas include active listening, overcoming barriers to communication, and strategies for resilience and conflict resolution. The goal is to provide managers with skills for open and honest engagement with their teams.
How often have you been in a situation that did not go as expected - and you have no idea why? Or have you seen others make the same mistakes over and over again and be surprised when they get the same results?
This will give you an insight into why, and more importantly help you take the first steps to a new, successful path.
Collaboration skills are those that enables you to collaborate with others to achieve any specific goal or objective. These are the most important skills as all the working environment needs collaboration. These skills helps you to understand different perspectives, managing your priorities with others and meeting expectations as reliable member of the team.
The document discusses the importance of effective communication in organizations and the problems that can result from ineffective communication. It notes that while organizations want communication, few want to do it. When people do not understand each other, it can lead to mistakes, frustration, rumors, fear and uncertainty, low productivity and costly rework. The document then provides examples of poor communication and discusses barriers to good communication like speed of processing information and the critical moments when communication needs are highest. It emphasizes that leaders need to develop effective ways of keeping people informed about what is happening, future plans, roles and responsibilities, progress made and victories achieved.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Communication is the exchange of thoughts, feelings, ideas, information and knowledge between two or more people through speaking, writing, listening, or nonverbal signals. Effective communication requires speaking, listening, writing, collaboration, and an understanding of nonverbal cues. Barriers to communication can occur due to environmental factors, other people, time constraints, characteristics of the communicator such as language used, lack of self-awareness or feedback, and characteristics of the receiver such as lack of interest, selective perception, or personal values. Good communication skills include maintaining eye contact, body awareness, gestures, conveying thoughts clearly, and practice.
The document discusses communication skills and active listening. It is presented by Dr. Walid El-Etriby and covers topics like essential communication skills, active listening, body language, questioning skills, assertiveness, and overcoming barriers to effective communication. The document provides information on developing empathy, showing warmth and genuineness, asking concrete questions, and avoiding common mistakes in active listening like parroting back what someone said without understanding, ignoring feelings, listening too far ahead, and taking notes during a conversation.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
Aspire Leadership Presence and Impact Workshop SlidesDr Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2022 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself through understanding your strengths, talents, and passions. Authority requires having knowledge and expertise to demonstrate thought leadership. The document provides tips for women to develop their presence and impact, such as challenging themselves, drawing out other women, and addressing interruptions. It emphasizes adapting communication style to continue having influence.
"Asertivno komuniciranje i veštine interne komunikacije"
Kako komunicirati asertivno sa kolegama i kupcima?
Miodrag Kostic - www.miodragkostic.com
Marko Burazor - www.markoburazor.com
POSLOVNA ZNANJA - http://www.poslovnaznanja.com/
Anyone Interested in Interpersonal Skills Inventory?
Directly exported from previous presentation on #SoftSkills in Communication & Interpersonal Topics earlier, as promised before, I'm sharing the summary of the content here at #LinkedIN
#InterpersonalSkills is one of those #CoreSkills that included on any Job Descriptions, followed by other skills such as:
- #Communication
- #TimeManagement
- #ProjectManagement
- #Teamwork
- #Leadership
Employers would rather hire somebody with lots of real-world experience while practicing those #LifeSkills above. Thus made Soft Skills as the same Important Factors as Academic, Cognitive, or any Professional Skills related to the vacant positions which been advertised by them, the Employers.
#Skills #4U
The document defines communication as the process of transmitting information from a sender to a receiver. It discusses the aims of communication, which include passing information, understanding messages, getting feedback, and building understanding and respect. Effective communication skills are critical for career and personal success. The document outlines different communication methods, skills, barriers, and strategies for improving communication effectiveness, such as active listening, clear concise messages, empathy, and feedback.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
Advanced communication skills involve mastering the complex communication process. This process includes elements like the source, message, encoding, channel, decoding, receiver, feedback, and context. At each stage, barriers can arise, so advanced skills are needed to effectively guide communication between individuals or groups to achieve goals. These skills require understanding how communication works and how to best tailor the message based on factors like the audience and situation. With practice, advanced communication skills can be learned and improved.
This document discusses how people behave in different contexts such as the workplace, family, and relationships. It notes that under normal circumstances, people tend to exhibit traits like adventurousness and nurturingness, whereas under stress they may become impulsive, depressed, or aggressive. The document contrasts how people with different personality types approach tasks and relationships, noting some commonalities. It also explains that companies can have different cultures depending on their teams and functions.
Organizational change involves changing strategies, processes, technologies, and culture within a company. Communication is crucial during times of change as it allows managers to organize work, motivate employees, and discuss plans and opportunities. There are several challenges to the change process, such as resistance from employees, but communication can help address these challenges. Kurt Lewin's force field theory views change as a balance between the driving forces for change and the restraining forces against it. For change to be successful, it is important to have a clear vision, empower others, listen to feedback, and show how the change will benefit employees and the organization.
We have seen, scale and complexity become mutually reinforcing in large programs. New sources of complexity emerge that are not typically encountered in traditional scale
projects. Even our traditional focus on metrics fails us when it comes to complexity
The article highlights some sources of complexity in large engineering and construction programs
The document provides an overview of interpersonal communication from different perspectives:
1) It defines interpersonal communication contextually based on factors like number of people involved, physical proximity, sensory channels used, and feedback.
2) It discusses the developmental view which accounts for the unique relationships between people who view each other as individuals.
3) It emphasizes that direct and interactive communication is extremely relevant for personal and professional success through effective use of verbal and non-verbal cues.
Confidence building of employees at workplaceSamruddhiGaud
This document summarizes a training program aimed at building confidence in employees. It discusses signs that employees may lack confidence, such as doubting abilities or being indecisive. It also presents a case study of how one company partnered an insecure employee with senior colleagues to practice client conversations through role playing. The training program covered topics like self-confidence exercises, teamwork, and personal counseling over 3 days. Goals were to inspire confidence in others, eliminate self-doubts, and maintain work stability. The training was expected to improve employee performance, productivity, retention and morale while reducing costs for the organization.
This document discusses effective communication skills for leadership. It outlines the communication process, including understanding communication, transmission of messages between a sender and receiver, and potential barriers. It also describes different types of formal and informal communication in organizations. Finally, it provides tips for improving communication, such as developing listening skills, encouraging two-way communication, and being aware of different perspectives.
Collaboration skills are those that enables you to collaborate with others to achieve any specific goal or objective. These are the most important skills as all the working environment needs collaboration. These skills helps you to understand different perspectives, managing your priorities with others and meeting expectations as reliable member of the team.
The document discusses the importance of effective communication in organizations and the problems that can result from ineffective communication. It notes that while organizations want communication, few want to do it. When people do not understand each other, it can lead to mistakes, frustration, rumors, fear and uncertainty, low productivity and costly rework. The document then provides examples of poor communication and discusses barriers to good communication like speed of processing information and the critical moments when communication needs are highest. It emphasizes that leaders need to develop effective ways of keeping people informed about what is happening, future plans, roles and responsibilities, progress made and victories achieved.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Communication is the exchange of thoughts, feelings, ideas, information and knowledge between two or more people through speaking, writing, listening, or nonverbal signals. Effective communication requires speaking, listening, writing, collaboration, and an understanding of nonverbal cues. Barriers to communication can occur due to environmental factors, other people, time constraints, characteristics of the communicator such as language used, lack of self-awareness or feedback, and characteristics of the receiver such as lack of interest, selective perception, or personal values. Good communication skills include maintaining eye contact, body awareness, gestures, conveying thoughts clearly, and practice.
The document discusses communication skills and active listening. It is presented by Dr. Walid El-Etriby and covers topics like essential communication skills, active listening, body language, questioning skills, assertiveness, and overcoming barriers to effective communication. The document provides information on developing empathy, showing warmth and genuineness, asking concrete questions, and avoiding common mistakes in active listening like parroting back what someone said without understanding, ignoring feelings, listening too far ahead, and taking notes during a conversation.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
Aspire Leadership Presence and Impact Workshop SlidesDr Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2022 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself through understanding your strengths, talents, and passions. Authority requires having knowledge and expertise to demonstrate thought leadership. The document provides tips for women to develop their presence and impact, such as challenging themselves, drawing out other women, and addressing interruptions. It emphasizes adapting communication style to continue having influence.
"Asertivno komuniciranje i veštine interne komunikacije"
Kako komunicirati asertivno sa kolegama i kupcima?
Miodrag Kostic - www.miodragkostic.com
Marko Burazor - www.markoburazor.com
POSLOVNA ZNANJA - http://www.poslovnaznanja.com/
Anyone Interested in Interpersonal Skills Inventory?
Directly exported from previous presentation on #SoftSkills in Communication & Interpersonal Topics earlier, as promised before, I'm sharing the summary of the content here at #LinkedIN
#InterpersonalSkills is one of those #CoreSkills that included on any Job Descriptions, followed by other skills such as:
- #Communication
- #TimeManagement
- #ProjectManagement
- #Teamwork
- #Leadership
Employers would rather hire somebody with lots of real-world experience while practicing those #LifeSkills above. Thus made Soft Skills as the same Important Factors as Academic, Cognitive, or any Professional Skills related to the vacant positions which been advertised by them, the Employers.
#Skills #4U
The document defines communication as the process of transmitting information from a sender to a receiver. It discusses the aims of communication, which include passing information, understanding messages, getting feedback, and building understanding and respect. Effective communication skills are critical for career and personal success. The document outlines different communication methods, skills, barriers, and strategies for improving communication effectiveness, such as active listening, clear concise messages, empathy, and feedback.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
Advanced communication skills involve mastering the complex communication process. This process includes elements like the source, message, encoding, channel, decoding, receiver, feedback, and context. At each stage, barriers can arise, so advanced skills are needed to effectively guide communication between individuals or groups to achieve goals. These skills require understanding how communication works and how to best tailor the message based on factors like the audience and situation. With practice, advanced communication skills can be learned and improved.
This document discusses how people behave in different contexts such as the workplace, family, and relationships. It notes that under normal circumstances, people tend to exhibit traits like adventurousness and nurturingness, whereas under stress they may become impulsive, depressed, or aggressive. The document contrasts how people with different personality types approach tasks and relationships, noting some commonalities. It also explains that companies can have different cultures depending on their teams and functions.
Organizational change involves changing strategies, processes, technologies, and culture within a company. Communication is crucial during times of change as it allows managers to organize work, motivate employees, and discuss plans and opportunities. There are several challenges to the change process, such as resistance from employees, but communication can help address these challenges. Kurt Lewin's force field theory views change as a balance between the driving forces for change and the restraining forces against it. For change to be successful, it is important to have a clear vision, empower others, listen to feedback, and show how the change will benefit employees and the organization.
We have seen, scale and complexity become mutually reinforcing in large programs. New sources of complexity emerge that are not typically encountered in traditional scale
projects. Even our traditional focus on metrics fails us when it comes to complexity
The article highlights some sources of complexity in large engineering and construction programs
The document provides an overview of interpersonal communication from different perspectives:
1) It defines interpersonal communication contextually based on factors like number of people involved, physical proximity, sensory channels used, and feedback.
2) It discusses the developmental view which accounts for the unique relationships between people who view each other as individuals.
3) It emphasizes that direct and interactive communication is extremely relevant for personal and professional success through effective use of verbal and non-verbal cues.
Confidence building of employees at workplaceSamruddhiGaud
This document summarizes a training program aimed at building confidence in employees. It discusses signs that employees may lack confidence, such as doubting abilities or being indecisive. It also presents a case study of how one company partnered an insecure employee with senior colleagues to practice client conversations through role playing. The training program covered topics like self-confidence exercises, teamwork, and personal counseling over 3 days. Goals were to inspire confidence in others, eliminate self-doubts, and maintain work stability. The training was expected to improve employee performance, productivity, retention and morale while reducing costs for the organization.
This document discusses effective communication skills for leadership. It outlines the communication process, including understanding communication, transmission of messages between a sender and receiver, and potential barriers. It also describes different types of formal and informal communication in organizations. Finally, it provides tips for improving communication, such as developing listening skills, encouraging two-way communication, and being aware of different perspectives.
Dabartiniu metu vis daugiau ir dažniau kalbama apie personalo valdymą, nors pats reiškinys „personalo valdymas“ Lietuvoje atsirado, galima sakyti, ne taip jau senai. Kaip sėkmės siekiančiam verslui sukurti efektyvią personalo valdymo funkciją, kuri padėtų pasiekti organizacijos tikslus?
Dr. Eglės Pranckūnienės ir dr. Aurimo Marijaus Juozaičio pateiktis „Projekto „Lyderių laikas“ palikimas“ „Lyderių laiko 3“ baigiamojoje konferencijoje 2021 m. birželio 30 d. Raudondvaryje, Kauno r.
2017–2021 m. Švietimo, mokslo ir sporto ministerijos Švietimo aprūpinimo centras (nuo 2019 m. rugsėjo – Nacionalinė švietimo agentūra) vykdė nacionalinį projektą „Lyderių laikas 3“ (Nr. 09.4.2-ESFA-V-715-03- 0001), finansuojamą iš Europos socialinio fondo ir valstybės biudžeto lėšų. Tai trečiasis projekto „Lyderių laikas“, vykdyto nuo 2009 m., etapas. Projekto partneriai – ISM Vadybos ir ekonomikos universitetas ir VŠĮ „Mokyklų tobulinimo centras“.
Projekto „Lyderių laikas 3“ komanda, siekdama atskleisti projekte dalyvavusių savivaldybių įgyvendintus pokyčius, parengė 3-ąjį leidinuką, kuriame galima sužinoti, koks yra projekto „Lyderių laikas 3“ indėlis į kiekvieną savivaldybę, kokį pokyčio projektą savivaldybė įgyvendino ir kokių rezultatų pasiekė, kiek jose paaugo profesinis kapitalas.
Trečiajame leidinuke pristatomos penkiolikos Šiaurės Rytų Lietuvos savivaldybių (Anykščių r., Jonavos r., Joniškio r., Kupiškio r., Molėtų r., Pakruojo r., Panevėžio m., Pasvalio r., Radviliškio r., Raseinių r., Širvintų r., Švenčionių r., Utenos r., Visagino r., Zarasų r.) patirtys ir pasiekti rezultatai.
Leidinio sudarytojai pateikia informaciją, kuria siekiama išryškinti: projekto „Lyderių laikas 3“ indėlį į kiekvieną savivaldybę; sukurtą ir įgyvendintą savivaldybės pokyčio projektą; pasiektus tvarius pokyčio projekto rezultatus; projekto poveikį, t. y. profesinio kapitalo pokytį, kuriantį pridėtinę vertę mokinių asmenybės ūgčiai: brandai, pažangai ir pasiekimams.
Transformative learning of teachers and school leaders for the development of...Lyderių laikas
2021 m. birželio 3 d. „Centro Interuniversitario per la Ricerca Didattica“ (Università di Cagliari and Università di Sassari) ir tarptautinio žurnalo „Scuola democratica“ redakcinės kolegijos organizuotoje konferencijoje „Reinventing Education“ dalyvavo projekto „Lyderių laikas 3“ deleguotos švietimo ekspertės – Mokyklų tobulinimo centro, projekto „Lyderių laikas 3" partnerio, steigėja, švietimo ekspertė-konsultantė, projekto veiklų vadovė dr. E. Pranckūnienė ir Vilniaus universiteto Šiaulių akademijos docentė, projekto tyrėjų komandos vadovė dr. J. Valuckienė. Konferencijos sekcijoje H. 5. Reinventing Professional Learning and Development „Lyderių laiko 3“ atstovės pristatė kartu su kitais tyrėjų komandos nariais (Sigitu Balčiūnu, dr. Milda Damkuviene, dr. Evandželina Petukiene) parengtą pranešimą Transformative Learning of Teachers and School Leaders for the Development of Learning Community and Their Professional Agency („Transformuojantis mokytojų ir mokyklų vadovų mokymasis siekiant sukurti besimokančią bendruomenę ir stiprinti profesinę veikmę“).
2020 m. gruodžio 16 d. vyko projekto „Lyderių laikas 3“ personalo – projekto komandos narių, projekto partnerio, VšĮ Mokyklų tobulinimo centro, specialistų, projekte dalyvaujančių savivaldybių administracijos specialistų, pokyčių projektus kuriančių savivaldybių kūrybinių komandų narių, projekte dirbančių tyrėjų, švietimo politikos formuotojų ir kitų švietimo bendruomenės narių – mokymai.
Šios mokymų programos tikslas – suteikti galimybę įvairiausius vaidmenis projekte atliekantiems dalyviams, iniciatyviems ir veikliems švietimo bendruomenės nariams, švietimo politikos formuotojams burtis, susipažinti su Lietuvos ir pasaulio švietimo kaitos naujienomis bei aktyviai diskutuoti aktualiais klausimais, kartu auginant Lietuvos švietimo profesinį kapitalą.
Mokymų ir diskusijų pagrindas – įgyvendinant projektą „Lyderių laikas 3“ (LL3) ir bendradarbiaujant su Švietimo, mokslo ir sporto ministerijos, taip pat Nacionalinės švietimo agentūros specialistais parengtas leidinys – medžiaga diskusijoms „Ugdymo turinio kūrimas mokyklos lygmeniu: galimybės ir iššūkiai“ (autorė Dr. Ramutė Bruzgelevičienė).
Ramute bruzgeleviciene ugdgymo turinio kurimas mokyklos lygmeniuLyderių laikas
Dr. Ramutė Bruzgelevičienė pranešime „Ugdymo turinio kūrimas mokyklos lygmeniu: idėjos ir galimybės“ atskleidė mokykloje kuriamo ugdymo turinio sampratų įvairovę, būtinas sąlygas tokio turinio kūrimui, kėlė klausimus, dėl kurių reikia plataus masto susitarimų tarp švietimo politikos formuotojų, mokyklų bei savivaldybių. Pranešimas pateiktas LL3 personalo mokymo renginyje 2020 m. gruodžio 16 d.
2017 - 2021 m. Švietimo, mokslo ir sporto ministerijos Švietimo aprūpinimo centras (nuo 2019 m. rugsėjo - Nacionalinė švietimo agentūra) vykdė nacionalinį projektą „Lyderių laikas 3“ (Nr. 09.4.2-ESFA-V-715-03- 0001), finansuojamą iš Europos socialinio fondo ir valstybės biudžeto lėšų. Tai trečiasis projekto „Lyderių laikas“, vykdyto nuo 2009 m., etapas. Projekto partneriai - ISM Vadybos ir ekonomikos universitetas ir VšĮ „Mokyklų tobulinimo centras“.
Projekto tikslas - sukurti paramos savarankiškiems lyderiams infrastruktūrą, plėtojant vadybines kompetencijas, atveriant naujas karjeros galimybes, tobulinant, remiant ir išlaisvinant mokyklą, įgalinant švietimo bendruomenę ir kiekvieną jos narį.
Šiame leidinyje pristatomos penkiolikos Vakarų Lietuvos savivaldybių (Akmenės r., Jurbarko r., Kelmės r., Klaipėdos m., Klaipėdos r., Mažeikių r., Neringos, Pagėgių, Palangos m., Plungės r., Rietavo, Šiaulių r., Šilalės r., Šilutės r., Tauragės r.) patirtys ir pasiekti rezultatai.
Leidinio sudarytojai pateikia informaciją, kuria siekiama išryškinti:
projekto „Lyderių laikas 3“ indėlį į kiekvieną savivaldybę;
sukurtą ir įgyvendintą savivaldybės pokyčio projektą;
pasiektus tvarius pokyčio projekto rezultatus;
projekto poveikį, t. y. profesinio kapitalo pokytį, kuriantį pridėtinę vertę mokinių asmenybės ūgčiai: brandai, pažangai ir pasiekimams.
2017–2021 m. Švietimo, mokslo ir sporto ministerijos Švietimo aprūpinimo centras (nuo 2019 m. rugsėjo - Nacionalinė švietimo agentūra) vykdė nacionalinį projektą „Lyderių laikas 3“ (Nr. 09.4.2-ESFA-V-715-03- 0001), finansuojamą iš Europos socialinio fondo ir valstybės biudžeto lėšų. Tai trečiasis projekto „Lyderių laikas“, vykdyto nuo 2009 m., etapas. Projekto partneriai – ISM Vadybos ir ekonomikos universitetas ir VšĮ „Mokyklų tobulinimo centras“.
Projekto tikslas – sukurti paramos savarankiškiems lyderiams infrastruktūrą, plėtojant vadybines kompetencijas, atveriant naujas karjeros galimybes, tobulinant, remiant ir išlaisvinant mokyklą, įgalinant švietimo bendruomenę ir kiekvieną jos narį. Šiame leidinyje pristatomos penkiolikos Pietų Lietuvos savivaldybių (Alytaus r., Alytaus m., Birštono, Druskininkų, Elektrėnų, Kaišiadorių r., Kalvarijos, Kauno m., Kauno r., Kazlų Rūdos, Lazdijų r., Marijampolės, Šalčininkų r., Trakų r., Varėnos r.) patirtys ir pasiekti rezultatai.
Mihaly Csikszentmihalyi knygos „Srautas. Optimali išgyvenimo psichologija“ pr...Lyderių laikas
Mihaly Csikszentmihalyi knygos „Srautas. Optimali išgyvenimo psichologija“ pristatymas Utenos Dauniškio gimnazijoje, Vaižganto g. 48, Utena. Lektorius – Sigitas Alubauskas
Patirtinis ugdymasis siuolaikiniam mokiniui ir mokytojuiLyderių laikas
Dr. Snieguolės Vaičekauskienės pranešimas „Patirtinis ugdyma(sis) šiuolaikiniam mokiniui ir mokytojui – geri seni dalykai ar iliuzija?“, skaitytas Vakarų Lietuvos savivaldybių regioniname forume 2019 m. lapkričio 28 d. Palangoje
Norberto Airošiaus, Neringos savivaldybės kūrybinės komandos nario, pranešimas „Mokyklų tinklaveikos sėkmės veiksniai“, skaitytas Vakarų Lietuvos savivaldybių regioniname forume 2019 m. lapkričio 28 d. Palangoje
Lyderiu laiko 3 rezultatai vakaru lietuvos savivaldybeseLyderių laikas
Dr. Eglės Pranckūnienės pranešimas „'Lyderių laiko 3' rezultatai Vakarų Lietuvos savivaldybėse, skaitytas Vakarų Lietuvos savivaldybių regioniname forume 2019 m. lapkričio 28 d. Palangoje
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L. Šimanskienės, A. Seiliaus knygos „Komandos: samprata, kūrimas, vadovavimas" pristatymas
1. L . Š I M A N S K I E N Ė , A . S E I L I U S
KOMANDOS: SAMPRATA,
KŪRIMAS, VADOVAVIMAS
2. GRUPĖS IR KOMANDOS SAMPRATOS
Grupė Komanda
Individai mažai priklausomi nuo
vienas kito.
Stipri tarpusavio priklausomybė.
Vyrauja asmeniniai tikslai Vyrauja komandiniai tikslai
(siekiantys ir asmeninės naudos)
Dialogas Tinklinė komunikacija
Taktiškas elgesys Atvira komunikacija
Paslėptas konfliktas Konfliktų viešumas
Asmeninė atsakomybė Komandos atsakomybė
3. GRUPĖS IR KOMANDOS SAMPRATOS
Komandinės veiklos principai:
• Vieningumas.
• Sprendimų priėmimas sutarimu.
• Atvirumas.
• Visiškas pasitikėjimas.
• „Susižaidimas“.
4. R. Belbin komandos
vaidmenų testas
• R. Belbin testas – 8
vaidmenys komandoje.
• Žmogus retai kada gali būti
gabus visoms sritims.
• Kiekvienas vaidmuo turi
savo stiprybes ir silpnybes.
5. KOMANDOS VAIDMENYS
• Natūralus lyderis
(pirmininkas)
• Veiklos žmogus
• Idėjų žmogus
• Kontaktų žmogus
• Organizatorius
• Tikrintojas
• Teisėjas
• Komandos
darbuotojas
6. • Ekstravertas,
ramus, patikimas.
• Entuziastingas,
nedespotiškas.
• Geriausia, kai jis
– vidutinių
gabumų.
• Sutelkia
komandos narius,
juos pažįsta.
• Apibrėžia darbo
sritis.
• Savo valdžią
realizuoja
neagresyviai
NATŪRALUS
LYDERIS
(pirmininkas)
SavybėsFunkcijosVaidmuo
7. • Impulsyvus,
nekantrus.
• Nepasitikintis
savim.
• Konkuruoja, meta
iššūkius.
• Nemėgsta ilgų
išvedžiojimų.
• Rūpinasi
komandos veikla,
rezultatais.
• Padeda
komandos
reikalams judėti į
priekį.
VEIKLOS
ŽMOGUS
SavybėsFunkcijosVaidmuo
8. • Veržlus.
• Dominuojantis.
• Su juo reikia
elgtis rūpestingai,
kad geriausiai
atsiskleistų darbe.
• Rūpinasi
principiniais
dalykais.
• Neatsižvelgia į
detales.
• Stebi, kad nekiltų
konfrontacija.
IDĖJŲ
ŽMOGUS
SavybėsFunkcijosVaidmuo
10. • Reikia tikslaus
plano.
• Neužtikrintas
kintančiose
situacijose.
• Ramus, tvirtas.
• Sprendimus ir
strategijas
paverčia
konkrečiomis
užduotimis.
• Mėgsta
tvarkaraščius.
Organizatorius
SavybėsFunkcijosVaidmuo
11. • Sugeba
kruopščiai laikytis
to, kas numatyta.
• Intravertas.
• Visus verčia
laikyti atlikimo
terminų.
• Padeda
komandai suvokti,
kad reikia
atsižvelgti į
detales.
Tikrintojas
SavybėsFunkcijosVaidmuo
12. • Intravertas,
trūksta
spontaniškumo ir
šilumos.
• Ramus,
patikimas.
• Gali būti
nejautrus.
• Mažiausiai
įsitraukęs į darbą
komandos narys.
• Atlieka nešališką,
objektyvią
analizę.
TEISĖJAS
SavybėsFunkcijosVaidmuo
13. • Ekstravertas,
ramus.
• Mokantis
išklausyti.
• Nemėgsta
konfrontacijos.
• Remia stipriąsias
komandos
ypatybes.
• Rūpinasi jos
vienybe ir gera
nuotaika.
KOMANDOS
DARBUOTOJAS
SavybėsFunkcijosVaidmuo
14. VADOVAVIMAS IR SKATINIMAS
Platonas:
• Išmintingumas.
• Narsumas.
• Nuoseklumas.
• Teisingumas.
• Turintis gerą atmintį.
• Gabus mokslams.
• Darbštumas.
15. VADOVAVIMAS IR SKATINIMAS
Spaudoje minimos vadovo savybės:
• Ryžtingumas.
• Atsakingumas.
• Kruopštumas.
• Lankstumas.
• Patikimumas.
• Iniciatyvumas.
• Pareigingumas.
• Komunikabilumas.
• Savarankiškumas.
• Reiklumas.
19. CHARIZMATINIS, TRANSAKCINIS IR
TRANSFORMACINIS VADOVAVIMAS
Transformacinio vadovavimo šalininkas:
Tikslas – ne paaiškinti ar parodyti kelius, kaip
darbuotojams pasiekti tikslus, bet motyvuoti
darbuotojus pakilti aukščiau asmeninių interesų.
3 transformacinio vadovo charakteristikos:
• Patrauklumas.
• Individualizuotas dėmesys.
• Kūrybinės veiklos skatinimas.
20. VYRŲ IR MOTERŲ VADOVAVIMO
SKIRTUMAI
• Vyrų ir moterų padėtis.
• Stereotipinis mąstymas.
• „Stiklo lubos“.
• Moterys mieliau dirba komandoje.
22. ORGANIZACIJOS KULTŪRA
• Organizacijos kultūra - vertybių sistema,
suprantama ir priimtina visiems organizacijos
nariams, leidžianti organizacijai kryptingai veikti.
23. ORGANIZACIJOS KULTŪRA
• Būtina įtraukti darbuotojus į vertybių kūrimo procesą!
• Organizacijos vadovas – vertybių puoselėjimo
ambasadorius.
25. BENDRO TIKSLO NUSTATYMAS IR
PRASMĖ
• Mes apibrėžiame vertybes kaip pagrindinius
principus ir elgseną, kurie suteikia organizacijai
formą ir charakterį bei pripildo turiniu jos veiklą.
Vertybės išreiškia organizacijos turinį. Jos pergyvena
vadovybes, naujas strategijas ir technologinius
proveržius.
• Galima sakyti, vertybės yra klijai, kurie išlaiko
organizacijų vientisumą, kai jų veikla buvo
decentralizuota, diversifikuota, ištobulinta ar
išplėsta.
26. BENDRO TIKSLO NUSTATYMAS IR
PRASMĖ
Vertybės
• Esame viena
komanda!
• Ką pasakom, tą
padarom!
• Džiaugiamės
pasiekimais!
27. BENDRO TIKSLO NUSTATYMAS IR
PRASMĖ
Vertybės
1. Patenkinti klientai
Svarbiausia – klientų pasitenkinimas, kurį
užtikrina kokybiškos prekės ir nepriekaištingas
aptarnavimas.
2. Patenkinti darbuotojai
Darbuotojas – didžiausias mūsų turtas.
3. Puikūs veiklos rezultatai
Mes siekiame dirbti puikiai. Dirbti gerai mums
nepakanka.
4. Pažanga
Nuolatinis procesų tobulinimas, nuolatinis
mokymasis ir kiekvieno darbuotojo saviugda
yra veiksniai, leidžiantys įmonei būti lydere
pasirinktose rinkose.
29. ORGANIZACIJOS KLIMATAS
• Organizacijos klimatas - tai tarsi atmosfera, kuri
suvokiama organizacijos darbuotojų, o ją lemia įvairūs
organizacijos veiklos būdai, procedūros, atlygis. Klimatas
yra individualus socialinių aplinkybių, kurio dalis yra ir pats
asmuo, aprašymas.
• Organizacijos kultūra yra daug platesnis organizacijos
vertybių ir įsitikinimų fenomenas, kuriam daro įtaką
darbuotojų interpretuojamos organizacijos veiklos
prielaidos, vertybės ir filosofija, kuriuos lemia jų patiriamas
klimatas. Svarbiausias kultūros elementas yra bendrai
išgyvenamos vertybės, įsitikinimai.
46. ORGANIZACINĖS KULTŪROS KEITIMO
PROCESAS
1. Teorinio modelio sukūrimas.
2. Organizacinės kultūros diagnozė.
3. Būtinų vertybių atrinkimas.
4. Naujos organizacinės kultūros įdiegimo planavimas.
5. Plano įgyvendinimas.
6. Papildoma diagnozė.
7. Korekcija.
8. Naujos organizacinės kultūros kūrimas.
47. ORGANIZACINĖS KULTŪROS KEITIMO
PROCESAS
9. Veikla.
10. Veiklos stebėsena.
11. Nukrypimų koregavimas.
12. Naujos organizacinės kultūros rėmimas.
13. Naujos organizacinės kultūros vertybių tobulinimas.
14. Teorinio modelio koregavimas.