LEADING WITH INTEGRITY_Alisjahbana.pdf
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This document discusses leading with integrity and sustainability. It provides the background of Betti Alisjahbana, including her career history at IBM and current roles advising the Indonesian government. It then outlines 10 truths about leadership, emphasizing credibility, values, learning, and leading with the heart. The document also discusses developing ethics in organizations, including acknowledging good behavior, communicating expectations, and consistently enforcing ethics. Finally, it stresses the importance of excellence in corporate governance for national success.
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4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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LEADING WITH INTEGRITY_Alisjahbana.pdf
- 1. LEADING ORGANIZATION WITH INTEGRITY BUSINESS ETHIC LAW AND SUSTAINABILITY MBA ITB JAKARTA BETTI ALISJAHBANA September 3, 2019
- 2. ● Management trainee ● Various Professional & Management Positions ● GM General Business, ASEAN – Based in Singapore ● GM e-business & Cross Industries Solutions, ASEAN - Based in Singapore ● Director of Operations, IBM Indonesia ● President Director, IBM Indonesia Chairperson, Board Of Trustees, Bandung Institute of Technology (ITB) 2014-2019 Advisor to the Government : - Vice Chairperson, National Research Council 2007-2015 - National Innovation Council 2009-2014 Selection Commitee for State's Institutions Commissioners : - Corruption Eradication Commission ( KPK) 2015 - National Election Commission (KPU) & Election Supervisory Agency (BAWASLU) 2017 Independent Commissioner : - PT Sigma Cipta Caraka (TelkomSigma) 2010-2017 - PT Garuda Indonesia Tbk. 2012-2014 - Bhinneka.com 2015-2017 ● Founder PT Quantum Business International ● Leadership & Executive Coach (Certified by ICF) ● Independent Commissioner : ● PT Anabatic Technologies Tbk. ● PT Bank OCBC NISP Tbk. . IBM 1984-2008 2008-2019 CURRENTLY Betti Alisjahbana, ACC
- 3. 10 fundamental truth about leadership 1. You make a difference 2. Credibility is the foundation of leadership 3. Values drive commitment 4. Focusing on the future set leaders apart 5. You can't do it alone 6. Trust rules 7. Challenge is the crucible for greatness 8. Lead by example 9. The best leaders are the best learners 10.Leadership is an affair of the heart
- 5. Model of ethical behavior in the workplace Internal Organization Influence ● Ethical Standard ● Organizational Culture External Organization Influence ● Industry Culture ● Political Systems ● Law Enforcement Individual ● Personality ● Values ● Morality Ethical Behaviour
- 6. Corruption Perception Index 2014-2018 SCORE 38 85 47 RANK 89 3 61 2018 Results :
- 7. ● Good behaviour should be acknowledged. ● Leaders behaving in a morally upright manner will set an example for employees to follow. ● Clearly, consistently, and frequently communicate the desired behaviours and why they are important to the organization. ● Consistently enforcing ethics Steps to Develop Organizational Ethics
- 8. Winning Employees XCELLENCE Growing Investors Delighted Customers Trusted Suppliers Satisfied Government And Regulators Happy Society Leaders Need To Strive For Excellence In Corporate Governance
- 9. Excellence in Corporate Governance Corporate Excellence Social Excellence National Excellence Excellence in Corporate Governance leads to National Excellence
- 10. CREDIT MATERIAL - The Truth About Leadership, James M. Kouzes, Barry Z. Posner - Ethical Perspective in Organization by Kennen Rabino - Ethics in the workplace by Commlab India - Corporate Excellence Through Corporate Governance by Pavan Kumar Vijay - Ethics & Integrity in Service by Remi Adeseun B. Pharm