Marketing SocioVirale 1. Utilizzare il “punto di svolta” sui Social Media
•
0 likes•65 views
Non solo per aumentare il ROI https://www.manager.it/default.asp?page=A_tippgoint.html
Report
Share
Report
Share
Recommended
Content Management 8. Da Utenti a Compratori: quando scatta la scintilla?
Lavorare con i contenuti
https://www.manager.it/default.asp?page=A_mason_cm.html
Gestione del Tempo 4. I sei Consigli di valutazione del Tempo
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attività
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 1. I sei passi della gestione del tempo
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
Esecuzione di Strategie 5. il cuore
Dei processi della strategia, operativi e del personale
https://www.manager.it/default.asp?page=A_strat-exe.html
Esecuzione di Strategie 4. L' Esecuzione non ammette deleghe alla leadership
Persone giuste al posto giusto per avere capacità di eseguire la strategia
https://www.manager.it/default.asp?page=A_strat-exe.html
Esecuzione di Strategie 1. abilità di dare seguito operativo alla strategia
Ma anche di ottenere che le cose siano fatte
https://www.manager.it/default.asp?page=A_strat-exe.html
Recommended
Content Management 8. Da Utenti a Compratori: quando scatta la scintilla?
Lavorare con i contenuti
https://www.manager.it/default.asp?page=A_mason_cm.html
Gestione del Tempo 4. I sei Consigli di valutazione del Tempo
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attività
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 1. I sei passi della gestione del tempo
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
Esecuzione di Strategie 5. il cuore
Dei processi della strategia, operativi e del personale
https://www.manager.it/default.asp?page=A_strat-exe.html
Esecuzione di Strategie 4. L' Esecuzione non ammette deleghe alla leadership
Persone giuste al posto giusto per avere capacità di eseguire la strategia
https://www.manager.it/default.asp?page=A_strat-exe.html
Esecuzione di Strategie 1. abilità di dare seguito operativo alla strategia
Ma anche di ottenere che le cose siano fatte
https://www.manager.it/default.asp?page=A_strat-exe.html
Ipercompetizione 5. Capacità di creare delle Discontinuità
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Ipercompetizione 4. Predizione strategica
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della Discontinuità
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
Ipercompetizione 1. Cos'è e cosa provoca l'Ipercompetizione
Guardate la sempre più rapida distruzione di vantaggi competitivi
https://www.manager.it/default.asp?page=A_ipercomp.html
Sviluppare una Hr Scorecard
Obbiettivi strategici e i Key Performance Indicator delle Risorse Umane
https://www.manager.it/default.asp?page=A_musicahrsco.html
HR Management 5. Gestione delle Carriere
Pianificazione e Sviluppo: le 5 ancore di una carriera
https://www.manager.it/default.asp?page=A_musicahr.html
HR Management 4. Gestione delle Performance
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
HR Management 3. Formazione e Sviluppo
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
HR Management 2. Metodi di Selezione
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR management
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e Sviluppo
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle Carriere
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenza
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Riorganizzare 7. Interventi riorganizzativi
Disegnare interventi efficaci
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 6. Diagnosi Individuale
Employee Satisfaction e la Performance
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 5. Diagnosi dei Gruppi di Lavoro
Dinamiche e Performance dei Gruppi di Lavoro
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 4. Diagnosi della Intera Organizzazione : orientamento strategico
Input e Design component
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 3. Diagnosi della Intera Organizzazione :i fattori interni
Strategia, Struttura, Cultura, Persone e Tecnologia
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 2. Diagnosi della Intera Organizzazione :i fattori esterni
Ambiente e Struttura Industriale
https://www.manager.it/default.asp?page=A_musicavcio.html
More Related Content
More from Manager.it
Ipercompetizione 5. Capacità di creare delle Discontinuità
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Ipercompetizione 4. Predizione strategica
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della Discontinuità
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
Ipercompetizione 1. Cos'è e cosa provoca l'Ipercompetizione
Guardate la sempre più rapida distruzione di vantaggi competitivi
https://www.manager.it/default.asp?page=A_ipercomp.html
Sviluppare una Hr Scorecard
Obbiettivi strategici e i Key Performance Indicator delle Risorse Umane
https://www.manager.it/default.asp?page=A_musicahrsco.html
HR Management 5. Gestione delle Carriere
Pianificazione e Sviluppo: le 5 ancore di una carriera
https://www.manager.it/default.asp?page=A_musicahr.html
HR Management 4. Gestione delle Performance
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
HR Management 3. Formazione e Sviluppo
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
HR Management 2. Metodi di Selezione
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR management
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e Sviluppo
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle Carriere
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenza
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Riorganizzare 7. Interventi riorganizzativi
Disegnare interventi efficaci
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 6. Diagnosi Individuale
Employee Satisfaction e la Performance
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 5. Diagnosi dei Gruppi di Lavoro
Dinamiche e Performance dei Gruppi di Lavoro
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 4. Diagnosi della Intera Organizzazione : orientamento strategico
Input e Design component
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 3. Diagnosi della Intera Organizzazione :i fattori interni
Strategia, Struttura, Cultura, Persone e Tecnologia
https://www.manager.it/default.asp?page=A_musicavcio.html
Riorganizzare 2. Diagnosi della Intera Organizzazione :i fattori esterni
Ambiente e Struttura Industriale
https://www.manager.it/default.asp?page=A_musicavcio.html
More from Manager.it (20)
Ipercompetizione 5. Capacità di creare delle Discontinuità
Ipercompetizione 5. Capacità di creare delle Discontinuità
Ipercompetizione 1. Cos'è e cosa provoca l'Ipercompetizione
Ipercompetizione 1. Cos'è e cosa provoca l'Ipercompetizione
Gestione delle Competenze 5. Formazione e Sviluppo
Gestione delle Competenze 5. Formazione e Sviluppo
Gestione delle Competenze 4. Pianificazione delle Carriere
Gestione delle Competenze 4. Pianificazione delle Carriere
Gestione delle Competenze 3. Intervista nelle Selezioni
Gestione delle Competenze 3. Intervista nelle Selezioni
Gestione delle Competenze 2. Sviluppare il modello di competenza
Gestione delle Competenze 2. Sviluppare il modello di competenza
Riorganizzare 4. Diagnosi della Intera Organizzazione : orientamento strategico
Riorganizzare 4. Diagnosi della Intera Organizzazione : orientamento strategico
Riorganizzare 3. Diagnosi della Intera Organizzazione :i fattori interni
Riorganizzare 3. Diagnosi della Intera Organizzazione :i fattori interni
Riorganizzare 2. Diagnosi della Intera Organizzazione :i fattori esterni
Riorganizzare 2. Diagnosi della Intera Organizzazione :i fattori esterni
Marketing SocioVirale 1. Utilizzare il “punto di svolta” sui Social Media
- 1. Aumentare il roi dei socialmedia CON IL CONTESTO DEI PUNTI DI SVOLTA di GLADWELL
- 2. Perche’ e’ importante il contesto dei punti di svolta di Gladwell?
- 3. “ Le teorie di Gladwell dovrebbero essere utilizzate per condurre più efficacemente il business, trasformando i prodotti in articoli di successo e, cosa più importante, modificando i comportamenti umani - New York Times ”
- 4. Sempre più persone sono connesse
- 5. 3 adulti su 4 utilizzano i social networks Source: Pew Research
- 6. Perchè ?
- 7. Piramide dei bisogni di ogni persona
- 8. Oh, e c‘è un‘altra cosa
- 9. Il 76% delle persone, pensa che le pubblicità MENTANO Source: 2009 Yankelovich Study
- 10. Il 76% delle persone, pensa che le pubblicità MENTANO Source: 2009 Yankelovich Study