This presentation was delivered at our "Eleven Nights" event in Hobart on August 29th.
Eduardo Nofuentes & Martine Sholl shared practical, real-world insights on our eleven steps for high-performing teams.
Leadership Skill & Style Development is an intensive foundations program for leaders, frequently referenced as the best and most important leadership training participants have recieved.
Software Engineering - Creating and Running High Performance TeamsEdson Ferreira
In this presentation, I'm sharing with you my experience on what are the most important aspects to take into consideration, when creating and running high-performance software engineering teams.
This presentation was delivered at our "Eleven Nights" event in Hobart on August 29th.
Eduardo Nofuentes & Martine Sholl shared practical, real-world insights on our eleven steps for high-performing teams.
Leadership Skill & Style Development is an intensive foundations program for leaders, frequently referenced as the best and most important leadership training participants have recieved.
Software Engineering - Creating and Running High Performance TeamsEdson Ferreira
In this presentation, I'm sharing with you my experience on what are the most important aspects to take into consideration, when creating and running high-performance software engineering teams.
What it takes to build high performing teamsYasser Farra
This is my presentation from the Keep Austin Agile 2017 conference, held May 25, 2017 at the JW Marriott in Austin, TX. This one-day event brought together 780 attendees from over 200 companies and all walks of Agile expertise for a day full of education, networking, and fun.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
Steps to High Performance
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
CLI Leadership Toolkit
A Toolkit for teams that want to outperform
themselves
This Toolkit includes:
What Leaders do
Leading is Different than Managing
Some Useful Leadership Skills
Start-Stop-Continue: A Personal Leadership Action Plan
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
Top five drivers of high performing teams: an overview of the HPET model of team performance and the top key drivers of high performance based on our research on high performing teams.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Building Strong Teams Through Trust & AlignmentAgile Velocity
Building strong teams takes time particularly if the team is suffering from trust issues. Presented at Agile2015 and Agile Austin's Leadership SIG, David Hawks explains 3 techniques for building team trust, working through 3 common team dysfunctions, and how to feel comfortable facilitating trust and alignment exercises.
Kathy Harman, MCC presentation to the International Coach Federation Team & Group Coaching Community of Practice. This program was hosted on Tuesday, Feb 2, 2016 by Chris Padgett, PCC and Karl Van Hoey, PCC.
Suomen 100 kokeilua -hankeidea (2016-2017). Tule mukaan!Vesa Auvinen
Kuvaus vireillä olevasta, ainulaatuisesta ’Suomen 100 kokeilua’ -hankkeesta (2016-2017), jossa kannustetaan suomalaisia yrityksiä, organisaatioita ja yhteisöjä rohkeasti uudistumaan kokeilujen ja kokeilukulttuurin kautta.
Haemme nyt hankkeellemme 3-5 sopivaa pääkumppania Suomi 100-ohjelman ja Kokeilevasuomi.fi:n lisäksi.
3-vaiheisen hankkeen ensimmäinen vaihe, jossa haastatellaan 100 suomalaista vaikuttajaa, käynnistyy syksyllä 2016 ja vauhti kiihtyy sitten Suomen 100-vuotisjuhlavuonna 2017 isommalla kokeilutapahtumalla ja suomalaisissa yrityksissä ja organisaatioissa tehtävillä konkreettisilla kokeiluilla.
Hanke itsessään toteutetaan kokeiluotteella ja vaikuttavuus edellä - eli mahdollisimman vähän perinteisen hankkeen byrokratiaa ja haittoja, mutta paljon tekemistä, aikaansaantia ja näkyvyyttä.
’Suomen 100 kokeilua’ -hankkeen kumppaneille tämä on loistava tilaisuus edistää koko Suomen kannalta tärkeää asiaa ja saada kustannustehokkaasti laajaa valtakunnallista näkyvyyttä uudistumisen, kokeilujen ja ”Suomi nousuun” -teeman edelläkävijänä. Ota yhteyttä: heli.vahatiitto(ät)dazzle.fi ja vesa.auvinen(ät)dazzle.fi
#100kokeilua #suomen100kokeilua #uudistuminen #uusiutuminen #innovointi #johtaminen #strategia
What it takes to build high performing teamsYasser Farra
This is my presentation from the Keep Austin Agile 2017 conference, held May 25, 2017 at the JW Marriott in Austin, TX. This one-day event brought together 780 attendees from over 200 companies and all walks of Agile expertise for a day full of education, networking, and fun.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
Steps to High Performance
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
CLI Leadership Toolkit
A Toolkit for teams that want to outperform
themselves
This Toolkit includes:
What Leaders do
Leading is Different than Managing
Some Useful Leadership Skills
Start-Stop-Continue: A Personal Leadership Action Plan
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
Top five drivers of high performing teams: an overview of the HPET model of team performance and the top key drivers of high performance based on our research on high performing teams.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Building Strong Teams Through Trust & AlignmentAgile Velocity
Building strong teams takes time particularly if the team is suffering from trust issues. Presented at Agile2015 and Agile Austin's Leadership SIG, David Hawks explains 3 techniques for building team trust, working through 3 common team dysfunctions, and how to feel comfortable facilitating trust and alignment exercises.
Kathy Harman, MCC presentation to the International Coach Federation Team & Group Coaching Community of Practice. This program was hosted on Tuesday, Feb 2, 2016 by Chris Padgett, PCC and Karl Van Hoey, PCC.
Suomen 100 kokeilua -hankeidea (2016-2017). Tule mukaan!Vesa Auvinen
Kuvaus vireillä olevasta, ainulaatuisesta ’Suomen 100 kokeilua’ -hankkeesta (2016-2017), jossa kannustetaan suomalaisia yrityksiä, organisaatioita ja yhteisöjä rohkeasti uudistumaan kokeilujen ja kokeilukulttuurin kautta.
Haemme nyt hankkeellemme 3-5 sopivaa pääkumppania Suomi 100-ohjelman ja Kokeilevasuomi.fi:n lisäksi.
3-vaiheisen hankkeen ensimmäinen vaihe, jossa haastatellaan 100 suomalaista vaikuttajaa, käynnistyy syksyllä 2016 ja vauhti kiihtyy sitten Suomen 100-vuotisjuhlavuonna 2017 isommalla kokeilutapahtumalla ja suomalaisissa yrityksissä ja organisaatioissa tehtävillä konkreettisilla kokeiluilla.
Hanke itsessään toteutetaan kokeiluotteella ja vaikuttavuus edellä - eli mahdollisimman vähän perinteisen hankkeen byrokratiaa ja haittoja, mutta paljon tekemistä, aikaansaantia ja näkyvyyttä.
’Suomen 100 kokeilua’ -hankkeen kumppaneille tämä on loistava tilaisuus edistää koko Suomen kannalta tärkeää asiaa ja saada kustannustehokkaasti laajaa valtakunnallista näkyvyyttä uudistumisen, kokeilujen ja ”Suomi nousuun” -teeman edelläkävijänä. Ota yhteyttä: heli.vahatiitto(ät)dazzle.fi ja vesa.auvinen(ät)dazzle.fi
#100kokeilua #suomen100kokeilua #uudistuminen #uusiutuminen #innovointi #johtaminen #strategia
Quels usages numériques autour de l’identité? Samuel Le Gal
Quels usages numériques autour de l’identité ? Retour d’Expérience d’utilisation d’un logiciel métier d’identitovigilance au GHICL lors de la journée des Départements d'Information Médicale de l'Université d'Avignon
Nueva dieta probada científicamente.Un control sostenido de calorías es el camino a seguir. En este sistema, básicamente puede comer normalmente durante un día, y luego reducir su alimentación o control de las calorías al día siguiente, y así sucesivamente.
Some data written on data storage are very important for users. The data needs to ensure consistency when the application received a result from a file write functions even if the system crashed.
In this talk, we will show the evaluation results on data consistency for SYNC mode write on a number of Linux file systems. The evaluation is also conducted on more than one kernel version and disk types, and we will show all the results from different perspectives.
Yoshitake Kobayashi joined Corporate Software Engineering Center, Toshiba Corporation in 2008. Before that he received his Ph.D. degree in computer science at University of Electro-Communications in 2002 and worked as an assistant professor. His research interests include operating systems, distributed systems and dynamically reconfigurable systems.
https://github.com/ystk/fs-test
06. guía de permisos y obligaciones normativas para un proyecto mineroLorena Alfaro Ramos
Guía de Permisos para desarrollar un Proyecto Minero, emanado por un organismo público, para facilitar los los procesos de autorización y sean cumplidos satisfactoriamente por el solicitante
Employees’ provident funds and Miscellaneous Provisions Act, 1952kushnabh chhabra
Useful for industry practitioners and students. Crux of the act has been assembled and presented in plain and lucid manner.
Consists of operational part of the act and can be very handy for auditors as well.
Drei Gründe, warum „Content“ für B2B-Anbieter 2017 noch wichtiger wird: 1) Content als Ranking-Faktor, 2) Die alte Akquise funktioniert nicht mehr, 3) Neue Chancen für kleine und unbekannte Anbieter.
Food loss and waste is a global social, economic and environmental issue. Whether you tend to fill your plate with more food than you need or pick only the perfectly shaped vegetable from the pile, you can make a big difference by changing your food habits a little.
If we’re agile, why do we need managers (tri valley aln, 3.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Symposium CONF 201 Leadership vs Management from a Military Background – What...PMI-Montréal
There are several incidents when a Project Manager(PM) needs to lead vs manage in a project. This presentation will cover the speaker’s military experience in leadership complimented with 6 years of PMI OVOC volunteer leadership appreciation. Demands from senior management both military and civilian along with the ability of the staff supporting the project tend to challenge the PM and their skillset in delivering a project. The dilemma of leading a diverse team forces the PM out of their comfort zone and to take a position of leadership vs managing through a set of processes and templates. Leadership is not unique but has to be applied in a concerted effort to ensure success on a PMs project and to meet the expectations of senior management. Key take always from this presentation include: 1- what is leadership 2- understanding the difference between leadership and management 3- use of Military situational leadership and it's impact 4- are we born leaders? 5- should PMs be managers and/or leaders? 6- how to self-enhance yourself as a leader 7- how does PMI address the leadership expectations PMI is a leader in Project Management on a Global front with a keen interest in helping its core of volunteers develop and lead their respective chapters. The dynamic of the organization allows PMs to enhance their leadership skills and to also manage through refined chapter issues. As part of this presentation, the attendees will gain insight into the framework that allows them to define themselves as leaders and/or managers and to determine how they need to change to be more effective within their respective chapters to become effective leaders.
Biography
Derek is a senior project manager and retired military officer (35 years in Submarines and CPFs), with a range of experience in project management, marine engineering and systems engineering. As the Submarine Class Manager 2010-2013, he was responsible for the development and integration of the third level extended work period for the Victoria Class Submarines (VCS) for the Department of National Defence, and delivery of submarine maintenance support at the international level for the operational platforms. Derek managed all aspects of the engineering support contracts that also include logistics and production activities, and provided support and R&O services. Derek currently supports PMI OVOC as the Past President for the volunteer NFP organization. As President of CanPM Consulting Inc. since April 2013, he continues to support the Naval shipbuilding program with DND and other clients.
Becoming an Agile Manager (bay scrum, 10.24.13)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Principles of ManagementPrinciples of ManagementPrinciples of Manageme.docxharrym15
Principles of ManagementPrinciples of Management
Principles of ManagementPrinciples of Management
[AUTHORS REMOVED AT REQUEST OF ORIGINAL
PUBLISHER]
UNIVERSITY OF MINNESOTA LIBRARIES PUBLISHING EDITION, 2015. THIS EDITION ADAPTED FROM A WORK ORIGINALLY PRODUCED IN 2010 BY A PUBLISHER WHO HAS REQUESTED THAT IT NOT RECEIVE
ATTRIBUTION. MINNEAPOLIS, MN
Principles of Management by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.
Contents
Publisher Information x
Chapter 1: Introduction to Principles of Management
1.1 Introduction to Principles of Management 2 1.2 Case in Point: Doing Good as a Core Business Strategy 5 1.3 Who Are Managers? 8 1.4 Leadership, Entrepreneurship, and Strategy 13 1.5 Planning, Organizing, Leading, and Controlling 20 1.6 Economic, Social, and Environmental Performance 25 1.7 Performance of Individuals and Groups 31 1.8 Your Principles of Management Survivor’s Guide 36
Chapter 2: Personality, Attitudes, and Work Behaviors
2.1 Chapter Introduction 48 2.2 Case in Point: SAS Institute Invests in Employees 50 2.3 Personality and Values 52 2.4 Perception 70 2.5 Work Attitudes 78 2.6 The Interactionist Perspective: The Role of Fit 84 2.7 Work Behaviors 87 2.8 Developing Your Positive Attitude Skills 100
Chapter 3: History, Globalization, and Values-Based Leadership
3.1 History, Globalization, and Values-Based Leadership 104 3.2 Case in Point: Hanna Andersson Corporation Changes for Good 106 3.3 Ancient History: Management Through the 1990s 109 3.4 Contemporary Principles of Management 116 3.5 Global Trends 122
3.6 Globalization and Principles of Management 130 3.7 Developing Your Values-Based Leadership Skills 136
Chapter 4: Developing Mission, Vision, and Values
4.1 Developing Mission, Vision, and Values 143 4.2 Case in Point: Xerox Motivates Employees for Success 145 4.3 The Roles of Mission, Vision, and Values 148 4.4 Mission and Vision in the P-O-L-C Framework 153 4.5 Creativity and Passion 160 4.6 Stakeholders 169 4.7 Crafting Mission and Vision Statements 175 4.8 Developing Your Personal Mission and Vision 182
Chapter 5: Strategizing
5.1 Strategizing 191 5.2 Case in Point: Unnamed Publisher Transforms Textbook Industry 193 5.3 Strategic Management in the P-O-L-C Framework 196 5.4 How Do Strategies Emerge? 204 5.5 Strategy as Trade-Offs, Discipline, and Focus 209 5.6 Developing Strategy Through Internal Analysis 219 5.7 Developing Strategy Through External Analysis 231 5.8 Formulating Organizational and Personal Strategy With the Strategy Diamond 242
Chapter 6: Goals and Objectives
6.1 Goals and Objectives 251 6.2 Case in Point: Nucor Aligns Company Goals With Employee Goals 253 6.3 The Nature of Goals and Objectives 255 6.4 From Management by Objectives to the Balanced Scorecard 260 6.5 Characteristics of Effective Goals and Objectives 269 6.6 Using Goals and Objectives in Employee Performance Evaluation 275 6.7 Int.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. ContentsContents
1. Six Trait of Effective Leaders
2.2.Managerial Grid of LeadersManagerial Grid of Leaders
3. Contingency Model of Leadership
4. Elements of High Performing Leaders
• Leader as Vision Creator
• Leader as Team Builder
• Leader as Task Allocator
• Leader as People Developer
• Leader as Motivation Stimulator
3. Managerial Grid of LeadersManagerial Grid of Leaders
Concern for TasksConcern for Tasks
ConcernConcern
forfor
PeoplePeople
11 55 99
11
55
99 9.9. Team
Management
9.9. Team
Management
1.9. Country Club
Management
1.9. Country Club
Management
5.5. Middle of the
Road Management
5.5. Middle of the
Road Management
9.1. Task
Management
9.1. Task
Management
1.1. Impoverished
Management
1.1. Impoverished
Management
4. Managerial Grid of LeadersManagerial Grid of Leaders
1.9. Country Club
Management
1.9. Country Club
Management
9.1. Task
Management
9.1. Task
Management
The leaders focuses on being supportive
and considerate of employee to the
exclusion of concern for task efficiency
The leaders focuses on being supportive
and considerate of employee to the
exclusion of concern for task efficiency
The leaders concentrates on task
efficiency but shows little concern for the
development and morale of employee
The leaders concentrates on task
efficiency but shows little concern for the
development and morale of employee
5. Managerial Grid of LeadersManagerial Grid of Leaders
9.9. Team
Management
9.9. Team
Management
1.1. Impoverished
Management
1.1. Impoverished
Management
The leader facilitates task efficiency and
high morale by coordinating and
integrating work-related activities
The leader facilitates task efficiency and
high morale by coordinating and
integrating work-related activities
The leaders exerts minimum of effort to
accomplish the work
The leaders exerts minimum of effort to
accomplish the work
6. Managerial Grid of LeadersManagerial Grid of Leaders
9.9. Team
Management
9.9. Team
Management
1.1. Impoverished
Management
1.1. Impoverished
Management
The leader facilitates task efficiency and
high morale by coordinating and
integrating work-related activities
The leader facilitates task efficiency and
high morale by coordinating and
integrating work-related activities
The leaders exerts minimum of effort to
accomplish the work
The leaders exerts minimum of effort to
accomplish the work