This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
This presentation focuses on the primary responsibilities of a manager.Emphasis is on knowledge and understanding for the following:
1. Levels of management
2. Management roles
3. Management skills
This presentation is about the business staffing.
SOURCES
https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
This presentation is about the business staffing.
SOURCES
https://l.facebook.com/l.php?u=http%3A%2F%2Fwww.academia.edu%2F31500683%2FPRINCIPLES_AND_BASIC_TECHNIQUES_OF_IMAGE_MANIPULATION&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
https://l.facebook.com/l.php?u=https%3A%2F%2Fprezi.com%2Fozk2zp4nqivc%2Fprinciples-of-visual-message-design-using-infographics%2F&h=ATPJ7WY1iCxHNPIGwhlQjyyf8Jd_JGKO_93BqeDgdtP5FDMRaHe6QfyZxweTjxyugU8QNtjEka1CS-zjOJARcbfEkSyxsex8deJnMbJZi1oadOAArPv_A32H0iApOk5RoLw0hnDsk0iu
the importance of controlling,the link between controlling and planning. types of control methods. steps in control process and characteristics of effective control system.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
LEADERSHIP SKILLS & QUALITIES OF SUCCESSFUL LEADERSMahathum Naseera
Personality development - Leadership theories, Types of leadership, Features of leadership, Way to enhance theleadership skills & Qualities of a successful leader.
It is a detailed presentation on Leadership. Those who are interested in and learning management studies hope this will help them in making their own presentation. this will help them to learn about a new skill.
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.
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
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. What is LEADING?
Leading is that management function which
“Involves influencing others to engage in
the work behaviors necessary to reach
organizational goals”.
LEADING refers to the function while,
LEADERSHIP refers to the process.
4. BASES OF POWER
1. LEGITIMATE POWER - a person who
occupies a higher position has legitimate
power over a persons in lower positions
within the organization.
2. REWARD POWER – When a person has the
ability to give rewards to anybody who
follows orders or requests. Rewards may
be classified into two forms: Material and
Psychic.
– MATERIAL REWARD – refers to money or other tangible
benefits.
– PSYCHIC REWARD – consists of recognition, praises, etc.
5. BASES OF POWER
3. COERCIVE POWER – when a person compels
another to comply with orders through threats
or punishments .
4. REFERENT POWER – when a person can get
compliance from another because the latter
would want to be identified with the former.
5. EXPERT POWER – provides specialized
information regarding their specific lines of
expertise. It is possessed by people with
great skills in technology.
6. The Nature of Leadership
LEADERSHIP may be referred to as "the
process of influencing and supporting
others to work enthusiastically toward
achieving objectives." Leadership is
expected of any manager in charge of
any unit or division.
7. Traits of Effective Leaders
• A high level of personal drive
• The desire to lead
• Personal integrity
• Self-confidence
• Analytical ability or judgment
• Knowledge of the company, industry or
technology.
• Charisma
• Creativity
• Flexibility
8. Persons with drive are those identified as willing to
accept responsibility, possess vigor, initiative,
persistence, and health. Drive is a very important
leadership trait because of the possibility of failure in
every attempt to achieve certain goals. If a chosen way
to reach a goal is not successful, a leader finds another
way to reach it, even if it precedes a succession of
failed attempts. This will, of course, require a high level
of personal drive from the leader.
9. Even if they are forced to act as leaders, they
will not be effective because their efforts will
be half-hearted. Leaders with a desire to lead
will always have a reservoir of extra efforts
which can be used whenever needed.
10. A person who is well-regarded by others
as one who has integrity possesses one
trait of a leader. One who does not have
personal integrity will have a hard time
convincing his subordinates about the
necessity of completing various tasks.
11. The activities of leaders require moves that will
produce the needed outputs. The steps of
conceptualizing, organizing and implementing
will be completed if sustained efforts are made.
For the moves to be continuous and precise,
self-confidence is necessary.
12. Leaders are, oftentimes, faced
with difficulties that prevent the
completion of assigned tasks.
The ability to analyze is one
desirable trait that a leader can
use to tide him over many
challenging aspects of
leadership
13. A leader who is well-informed
about his company, the
industry the company belongs,
and thwhere e technology
utilized by the industry, will be
in a better position to provide
directions to his unit.
14. When a person has sufficient
personal magnetism that leads
people to follow his directives,
this person is said to have
charisma.
15. Ronnie Milevo defines it as "the ability to
combine existing data, experience, and
preconditions from various sources in such a
way that the results will be subjectively
regarded as new, valuable, and innovative,
and as a direct solution to an identified
problem situation."
16. People differ in the way they do their work.
One will adapt a different method from
another person's method. A leader who
allows this situation as long as the required
outputs are produced, is said to be flexible.
17. Leadership Skills
Leaders need to have various skills to
be effective.
1.Technical Skills
2.Human Skills, and
3.Conceptual Skills
18. Leadership Skills
TECHNICAL SKILLS
• - these are skills a leader must possess to
enable him to understand and make
decisions about work processes, activities,
and technology. Technical skill is a
specialized knowledge needed to perform
a job.
19. Leadership Skills
HUMAN SKILLS
- these skills refer to the ability of a leader to
deal with people, both inside and outside
the organization. Good Leader s must
know how to get along with people,
motivate them and inspire them.
20. Leadership Skills
CONCEPTUAL SKILLS
- this skills refer to “ the ability to think in
abstract terms, to see how parts fit
together to form the whole. A leader
without sufficient conceptual skills will fail
to achieve this.
21. Behavioral Approaches to Leadership
Styles
1. According to ways leaders how approach
people to motivate them.
2. According to the way the leader uses
power.
3. According to the leader’s orientation
towards task and people.
22. Ways Leaders Approach People
* POSITIVE LEADERSHIP
– when the leader’s approach emphasizes
rewards.
* NEGATIVE LEADERSHIP
– when punishment is emphasizes by the
leader.
24. Ways Leaders Uses Powers
AUTOCRATIC LEADERS
– leaders who make decisions themselves,
without consulting subordinates.
Motivation takes the form of threats,
punishments, and intimidation of all tasks.
25. Ways Leaders Uses Powers
PARTICIPATIVE LEADERS
– when a leader openly invites his
subordinates to participate or share in
decisions, policy-making and operation
methods, he is said to be a participative
leader.
26. Ways Leaders Uses Powers
FREE-REIN LEADERS
– leaders who set objectives and allow
employees or subordinates relative
freedom to do whatever it takes to
accomplish these objectives, are called
free-rein leaders.
27. Leaders Orientation Toward Tasks and
People
1. EMPLOYEE ORIENTATION – a leaders is said to
be employee-oriented when he considers
employees as human beings of “intrinsic
importance and with individual and personal
need to satisfy.
2. TASK ORIENTATION – a leader is said to be
task-oriented if he places stress on
production and the technical aspects of the
job and the employees are viewed as the
means of getting the work done.
28. Contingency Approaches
to Leadership Style
The contingency approach is an effort to
determine through research which
managerial practices and techniques are
appropriate in specific situations.
1. Fiedler’s Contingency Model
2. Hersey and Blanchard’s Situational Leadership
Model.
3. Path-Goal Model of Leadership
4. Vroom’s Decision Making Model
29. Fiedler’s Contingency Model
“Leadership is effective when the leader’s
style is appropriate to the situation”. The
situational characteristics is determined by
three principal factors.
1. The relations between leaders and followers.
2. The structure of the task.
3. The power inherent in the leader’s position.
30. Fiedler’s Contingency Model
The situational characteristics vary from
organization to organization. To be effective,
the situation must fit the leader. If this is not
so, the following may be tried.
1. Change the leader’s trait or behaviors.
2. Select leaders who have traits or behaviors fitting the
situations.
3. Move leaders around in the organization until they are in
positions that fit them.
4. Change the situation.
31. Hersey and Blanchard Situational
Leadership Model
Suggests that the most important factor
affecting the selection of a leader’s style is
the development (or maturity) level of
subordinate. The leader should match his or
her style to this maturity level.
1. Job Skills and Knowledge, and
2. Psychological Maturity
32. Leadership Styles Appropriate for
Various Maturity Level
1. DIRECTING – is for people who lack
competence but are enthusiastic and
committed.
2. COACHING – is for people who have
competence but lack commitment.
3. SUPPORTING – is for people who have
competence but lack of competence or
motivation.
4. DELEGATING – is for people who have
both competence and commitment.
33. Path-Goal Model of Leadership
Espoused by Robert J. House and Terence R.
Mitchelle, stipulates that leadersip can be
made effective because leaders can influence
subordinate’s perceptions of their work goals,
personal goal’s and path’s to goal attainment.
34. Path-Goal Model of Leadership
By using the path-goal model, it assumed that
effective leaders can enhance subordinate motivation
by:
1. Clarifying the subordinate’s perception of work
goals.
2. Linking meaningful rewards with goal
attainment, and
3. Explaining how goals and desired rewards can
be achieved.
35. Leadership Styles. The leadership styles which
may be used by Path-Goal proponents are as
follows.
1. DIRECTIVE LEADERSHIP – where the leader focuses
in clear task assignments, standards of successful
performance, and work schedules.
2. SUPPORTIVE LEADERSHIP – where the subordinates
are treated as equals in a friendly manner while
striving to improve their well-being.
36. 3. PARTICIPATIVE LEADERSHIP – where the leader
consults with the subordinates to seek their
suggestions and then seriously considers those
suggestions when making decisions.
4. ACHIEVEMENT ORIENTED LEADERSHIP – where the
leader set challenging goals, emphasize
excellence, and seek continuous improvement
while maintaining a high degree of confidence
that subordinates will meet difficult challenges
in a responsible manner.