this is a short discussion topic on mentoring, whether it should start early at home, and the need for mentoring parents so that future societies are made up of competent, confident and good citizens and employees
Give employees renewed meaning in their work, strengthen team/organizational culture, increase teamwork, boost workplace health, heighten creativity, improve risk taking, and increase ownership.
The document provides information on personality development, including definitions of personality and the factors that influence it. Personality is described as the total impact a person has on others and is determined by intelligence, physical limitations, education, heredity, and one's environment. The document then lists important aspects of an ideal personality, including appearance, intelligence, trustworthiness, knowledge, and morality. It also discusses the four aspects that influence personality: physical, social, psychological, and philosophical. Finally, it provides tips for self-development and improving one's personality through factors like having a positive attitude and effective communication skills.
This document discusses discipline and recruitment in nursing. It defines discipline as training to bring about desired behaviors according to rules and regulations. The aims of discipline include achieving organizational goals and developing tolerance among employees. Positive discipline takes a supportive approach while negative discipline is punitive. Recruitment is defined as the process of securing applicants to fill positions. The objectives of recruitment are to attract skilled candidates. Sources of recruitment include internal and external options. The recruitment process involves planning, developing strategies, searching, screening, and evaluation. Selection involves choosing suitable candidates from applicants.
Dissertation Literature Review - Demonstrate Social Awareness Including Empat...PhD Assistance
The present article helps the USA, the UK, Europe and the Australian students pursuing Business and Management to identify the right topic in the area of social awareness. Social awareness is very important in the world of globalization where we need to stay relevant to the market. It is necessary that everyone needs to recognize the immediate need of understanding. PhD Assistance offers UK Dissertation Research Topics Services in Business and Management Domain. When you Order Management Dissertation Services at PhD Assistance, we promise you the following – Plagiarism free, Always on Time, outstanding customer support, written to Standard, Unlimited Revisions support and High-quality Subject Matter Experts.
Social awareness may be a phenomenon wherein one should be ready to understand the emotions , emotions or perceptions of others in order that they will react effectively.This is a crucial soft science wherein one are often effective by understanding .As we all live in a society and every society has its norms social awareness also means an understanding of different social situations, and effectively.
To Learn More:https://bit.ly/39hqDJb
Contact Us:
UK NO: +44-1143520021
India No: +91-8754446690
Email: info@phdassistance.com
Website Visit :
https://www.phdassistance.com/
https://www.phdassistance.com/uk/
https://phdassistance.com/academy/
The document discusses communication in organizations. It explains that effective communication is essential for managers and describes different communication channels. It also discusses persuading others, listening skills, formal and informal communication networks, overcoming barriers to communication, and the importance of feedback. Crisis communication is highlighted as a key skill for managers in today's environment.
The document summarizes the history and development of the Career Maturity Inventory (CMI) test. It was originally constructed in 1973 by John Crites to assess career maturity. It has since undergone several revisions, including the development of Form C in 2011 to measure career attitudes and competencies using Savickas' theory of career construction and the four C's of concern, confidence, curiosity, and consultation. The CMI is used to help students develop career decision making skills and provide targeted career counseling interventions for low scores in the four C areas. While it has demonstrated validity in measuring career maturity constructs, some studies found modest reliability compared to earlier versions.
The document discusses attributes of effective educational leaders. It recommends that leaders first observe issues like conflict, relationships, and conversations to identify areas for change. It also suggests developing a compelling vision, cultivating teacher skills and passion, strategic planning, and using technology as a transformational tool. Key attributes of successful leaders include passion, developing trust, emotional intelligence, and connecting individual efforts to broader organizational goals. Overall, the document provides guidance on creating a high-performance culture in education through vision, support, communication, and celebration.
Emily Kenney finalize engagement orgcom plus bibEmily Kenney
The document discusses employee engagement and the factors that contribute to it. It addresses several key points:
1) Employee engagement requires effort from both the company and employees. Companies must provide meaningful work and employees must be willing to take on challenges.
2) Engagement is influenced by self, peer, and manager evaluations as well as feelings of belonging, challenge, freedom and purpose. People want to know their work contributes value.
3) Both intrinsic and extrinsic motivators are important for engagement. Intrinsic motivators like purpose and mastery are more effective than just external rewards. However, a balance of both is needed.
4) Engagement is influenced by leadership approach, culture, development opportunities,
Give employees renewed meaning in their work, strengthen team/organizational culture, increase teamwork, boost workplace health, heighten creativity, improve risk taking, and increase ownership.
The document provides information on personality development, including definitions of personality and the factors that influence it. Personality is described as the total impact a person has on others and is determined by intelligence, physical limitations, education, heredity, and one's environment. The document then lists important aspects of an ideal personality, including appearance, intelligence, trustworthiness, knowledge, and morality. It also discusses the four aspects that influence personality: physical, social, psychological, and philosophical. Finally, it provides tips for self-development and improving one's personality through factors like having a positive attitude and effective communication skills.
This document discusses discipline and recruitment in nursing. It defines discipline as training to bring about desired behaviors according to rules and regulations. The aims of discipline include achieving organizational goals and developing tolerance among employees. Positive discipline takes a supportive approach while negative discipline is punitive. Recruitment is defined as the process of securing applicants to fill positions. The objectives of recruitment are to attract skilled candidates. Sources of recruitment include internal and external options. The recruitment process involves planning, developing strategies, searching, screening, and evaluation. Selection involves choosing suitable candidates from applicants.
Dissertation Literature Review - Demonstrate Social Awareness Including Empat...PhD Assistance
The present article helps the USA, the UK, Europe and the Australian students pursuing Business and Management to identify the right topic in the area of social awareness. Social awareness is very important in the world of globalization where we need to stay relevant to the market. It is necessary that everyone needs to recognize the immediate need of understanding. PhD Assistance offers UK Dissertation Research Topics Services in Business and Management Domain. When you Order Management Dissertation Services at PhD Assistance, we promise you the following – Plagiarism free, Always on Time, outstanding customer support, written to Standard, Unlimited Revisions support and High-quality Subject Matter Experts.
Social awareness may be a phenomenon wherein one should be ready to understand the emotions , emotions or perceptions of others in order that they will react effectively.This is a crucial soft science wherein one are often effective by understanding .As we all live in a society and every society has its norms social awareness also means an understanding of different social situations, and effectively.
To Learn More:https://bit.ly/39hqDJb
Contact Us:
UK NO: +44-1143520021
India No: +91-8754446690
Email: info@phdassistance.com
Website Visit :
https://www.phdassistance.com/
https://www.phdassistance.com/uk/
https://phdassistance.com/academy/
The document discusses communication in organizations. It explains that effective communication is essential for managers and describes different communication channels. It also discusses persuading others, listening skills, formal and informal communication networks, overcoming barriers to communication, and the importance of feedback. Crisis communication is highlighted as a key skill for managers in today's environment.
The document summarizes the history and development of the Career Maturity Inventory (CMI) test. It was originally constructed in 1973 by John Crites to assess career maturity. It has since undergone several revisions, including the development of Form C in 2011 to measure career attitudes and competencies using Savickas' theory of career construction and the four C's of concern, confidence, curiosity, and consultation. The CMI is used to help students develop career decision making skills and provide targeted career counseling interventions for low scores in the four C areas. While it has demonstrated validity in measuring career maturity constructs, some studies found modest reliability compared to earlier versions.
The document discusses attributes of effective educational leaders. It recommends that leaders first observe issues like conflict, relationships, and conversations to identify areas for change. It also suggests developing a compelling vision, cultivating teacher skills and passion, strategic planning, and using technology as a transformational tool. Key attributes of successful leaders include passion, developing trust, emotional intelligence, and connecting individual efforts to broader organizational goals. Overall, the document provides guidance on creating a high-performance culture in education through vision, support, communication, and celebration.
Emily Kenney finalize engagement orgcom plus bibEmily Kenney
The document discusses employee engagement and the factors that contribute to it. It addresses several key points:
1) Employee engagement requires effort from both the company and employees. Companies must provide meaningful work and employees must be willing to take on challenges.
2) Engagement is influenced by self, peer, and manager evaluations as well as feelings of belonging, challenge, freedom and purpose. People want to know their work contributes value.
3) Both intrinsic and extrinsic motivators are important for engagement. Intrinsic motivators like purpose and mastery are more effective than just external rewards. However, a balance of both is needed.
4) Engagement is influenced by leadership approach, culture, development opportunities,
Organisation Health A Brief Guide (Mas)derekmowbray
This document outlines the key features that create and sustain organisation health, including having a clear purpose and cultural foundations, a flat structure that encourages involvement in decision making, transparent policies and processes, and recruitment, training, and performance review processes that promote wellbeing and performance. It also describes the important behaviors of leaders, such as attentiveness, politeness, and the ability to resolve conflicts, encourage contribution, and motivate staff. Organisation health is defined as having a workplace culture where employees thrive and perform beyond expectations in the long term.
This document discusses various theories of motivation. It begins by defining motivation and explaining its importance in leading to organizational goal achievement and improved employee efficiency. It describes the relationship between motivation and performance using the formula P=MxA, where P is performance, M is motivation, and A is ability. Several classic theories of motivation are explained, including Maslow's hierarchy of needs, ERG theory, McClelland's needs theory, and Herzberg's two-factor theory. Contemporary motivation theories covered include goal-setting theory, reinforcement theory, and expectancy theory. The document provides details on the assumptions and characteristics of each theory.
This document provides an overview of performance management objectives and processes. It aims to teach effective methods for creating constructive performance evaluations, communicating with employees, and using performance management forms and tools. The key points covered include: setting objectives and expectations with employees, providing ongoing feedback, conducting a formal annual performance evaluation with no surprises, linking individual performance to organizational goals, and developing measurable performance goals.
Cornerstone School in Birmingham, Alabama faced challenges of inadequate funding, management, and lack of accreditation until Dr. Nita Carr became executive director in 2007. Over six years, she transformed the school through various initiatives, including using Herrmann Brain Dominance Instrument (HBDI) assessments and workshops on Whole Brain thinking for staff. This led the staff to better understand their own and others' thinking preferences, allowing Dr. Carr to realign roles and responsibilities for increased productivity and morale. Whole Brain thinking concepts are now integrated into the school's culture. The initiatives have continued to benefit the school, including preparing for a new high school.
Any organization requires an effective system of communication flowing both up and down the levels. A communication should be clear and avoid misunderstandings. Leaders should evaluate work fairly, delegate authority sufficiently, treat all employees fairly, be available to employees, and discuss problems with employees. The ultimate goal of any organization is to select leaders who will create and drive value for the organization regardless of their background.
This document summarizes research on engaging and managing Gen Y and Gen Z employees. It finds that both generations value coaching and mentoring from leaders, as well as effective communication. Gen Z prefers flexibility in working hours and dress code. The research provides recommendations for organizations, including offering flexible work arrangements, prioritizing work-life balance, and involving younger employees in social responsibility initiatives to attract and retain Gen Y and Gen Z talent.
This document discusses developing effective mentoring programs in organizations. It defines mentoring as an extended relationship where a more experienced mentor transfers knowledge to a less experienced mentee. Effective programs improve employee engagement, productivity, diversity and retention. The document outlines steps to create a program, including assessing organizational goals, selecting mentors and mentees, matching pairs, and providing training and feedback. It emphasizes the voluntary nature and emphasizes allowing all, especially underrepresented groups, to participate. Programs should be measured through surveys and comparing metrics of participants versus non-participants.
This document is a chapter from a book titled "The First Time Manager" about managing people. It discusses some of the challenges new managers face such as taking on more responsibilities, increased scrutiny, and being responsible for others' work. It explains how managers are evaluated based on their team's collective performance rather than individual contributions. A new manager may have trouble adjusting their perspective from an individual employee to considering the company's needs. The chapter emphasizes understanding one's new responsibilities as a manager and considering all factors and potential consequences of decisions, not just how things appear currently.
This document provides information about Dr. N. Asokan as a resource person, including his contact details and online profiles. It then discusses several topics relevant to Industry 4.0 including skills, knowledge, talent, competencies, technology, higher-order thinking, problem-solving, critical thinking, creativity, and the digital skills divide. It notes that markets are volatile, products have short lifecycles, and complexity is increasing, necessitating Industry 4.0's aim to help companies use data for quicker results and more agility. Key skills for Industry 4.0 include systems thinking, relationships, learning agility, problem identification and solving. The document emphasizes lifelong learning, self-discipline, emotional and practical intelligence,
The document discusses how employee well-being is connected to productivity and organizational success. It summarizes that well-being depends on both work and personal life factors, and employers who support employee well-being through programs that help manage life stresses can see benefits like increased retention, engagement, and performance. The document also outlines specific programs employers can offer like childcare, backup care, educational assistance, and consulting to enhance employee well-being.
Foundation Paper Revisions and Reflection - E ValdiviaErika Valdivia
This course taught effective time management strategies that can be applied to both personal and professional life. It emphasized planning and prioritizing tasks, tracking time spent on activities, and establishing work-life balance. The underlying theory discussed was the human relations approach, which focuses on valuing employees and fostering a welcoming and cooperative work environment. When these concepts are applied, it can increase employee productivity and satisfaction by addressing individual needs and styles. The course helped prepare the student for a career in human resources by providing practical skills and aligning with the goals of supporting employees' well-being and potential.
The document outlines a two-year Life Skills course that covers personal development, social skills, health, safety, family, and economic topics. Over the two years, students will learn skills like self-awareness, decision-making, communication, relationships, stress management, nutrition, and budgeting. The course is divided into units and topics that are covered over 18 weeks in each semester. Students will develop confidence and learn how to take responsibility for themselves and others through this comprehensive Life Skills program.
This document discusses the dominance of an "instrumentalist" approach to learning through coaching, training, and education in organizations. It argues this approach focuses too much on abstract goals and measurable outcomes, neglecting the uniqueness and complexity of individual learning processes.
Three patterns or "gestalts" are described where this instrumental approach fails to adequately address needs for growth: 1) the "gestalt of omnipotence" where trainers assume they can design perfect interventions, 2) the "gestalt of coercion" where learning is imposed from the outside, and 3) the "gestalt of perversion" where learning serves other aims besides development.
The document proposes an alternative approach called the "Didactics of
The primary role of a supervisor is to manage employees and ensure productivity and quality. A supervisor's main obligations include meeting employees' needs, motivating them, and treating them fairly. A leader guides others' actions voluntarily through influence rather than formal authority. Leadership styles range from autocratic (sole decision-maker focusing on goals) to Laissez-faire (hands-off approach with little concern for others' opinions). Successful managers communicate vision, coach employees, provide meaningful work, and inspire performance above expectations.
The Center for Experiential Learning (CFEL) provides novel experiences where participants must work together with equal knowledge on unfamiliar challenges. This develops relationships and communication skills faster than normal conditions. The unfamiliar tasks place people in an unbalanced state where they cannot rely on status or experience, focusing instead on problem solving and leadership skills. The experience allows participants to demonstrate typical behaviors and receive feedback in a safe environment to improve personal and professional skills through experiential learning.
The document discusses personality development and key factors that influence an individual's personality. It defines personality and lists several factors that determine personality, including intelligence, physical limitations, education, heredity, and environment. It also discusses self-development and the importance of lifelong learning. The document provides an overview of SWOT analysis and how it can be used to understand an organization's strengths, weaknesses, opportunities, and threats. It also briefly discusses knowledge management and some of the key activities involved.
Employee development: More Than Just a 'Train' of ThoughtNicole Reaves
This is a white paper that is focused on the comprehensive and systemic view of how I see employee development and how it differs from simply employee training. Emphasis is made on the importance of understanding employees are invested in a holistic approach to career development and desire opportunities for education, learning, development, and training to leverage the full strength of their knowledge, skills, and competencies to advantageous performance based outcomes for organizations.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
Organisation Health A Brief Guide (Mas)derekmowbray
This document outlines the key features that create and sustain organisation health, including having a clear purpose and cultural foundations, a flat structure that encourages involvement in decision making, transparent policies and processes, and recruitment, training, and performance review processes that promote wellbeing and performance. It also describes the important behaviors of leaders, such as attentiveness, politeness, and the ability to resolve conflicts, encourage contribution, and motivate staff. Organisation health is defined as having a workplace culture where employees thrive and perform beyond expectations in the long term.
This document discusses various theories of motivation. It begins by defining motivation and explaining its importance in leading to organizational goal achievement and improved employee efficiency. It describes the relationship between motivation and performance using the formula P=MxA, where P is performance, M is motivation, and A is ability. Several classic theories of motivation are explained, including Maslow's hierarchy of needs, ERG theory, McClelland's needs theory, and Herzberg's two-factor theory. Contemporary motivation theories covered include goal-setting theory, reinforcement theory, and expectancy theory. The document provides details on the assumptions and characteristics of each theory.
This document provides an overview of performance management objectives and processes. It aims to teach effective methods for creating constructive performance evaluations, communicating with employees, and using performance management forms and tools. The key points covered include: setting objectives and expectations with employees, providing ongoing feedback, conducting a formal annual performance evaluation with no surprises, linking individual performance to organizational goals, and developing measurable performance goals.
Cornerstone School in Birmingham, Alabama faced challenges of inadequate funding, management, and lack of accreditation until Dr. Nita Carr became executive director in 2007. Over six years, she transformed the school through various initiatives, including using Herrmann Brain Dominance Instrument (HBDI) assessments and workshops on Whole Brain thinking for staff. This led the staff to better understand their own and others' thinking preferences, allowing Dr. Carr to realign roles and responsibilities for increased productivity and morale. Whole Brain thinking concepts are now integrated into the school's culture. The initiatives have continued to benefit the school, including preparing for a new high school.
Any organization requires an effective system of communication flowing both up and down the levels. A communication should be clear and avoid misunderstandings. Leaders should evaluate work fairly, delegate authority sufficiently, treat all employees fairly, be available to employees, and discuss problems with employees. The ultimate goal of any organization is to select leaders who will create and drive value for the organization regardless of their background.
This document summarizes research on engaging and managing Gen Y and Gen Z employees. It finds that both generations value coaching and mentoring from leaders, as well as effective communication. Gen Z prefers flexibility in working hours and dress code. The research provides recommendations for organizations, including offering flexible work arrangements, prioritizing work-life balance, and involving younger employees in social responsibility initiatives to attract and retain Gen Y and Gen Z talent.
This document discusses developing effective mentoring programs in organizations. It defines mentoring as an extended relationship where a more experienced mentor transfers knowledge to a less experienced mentee. Effective programs improve employee engagement, productivity, diversity and retention. The document outlines steps to create a program, including assessing organizational goals, selecting mentors and mentees, matching pairs, and providing training and feedback. It emphasizes the voluntary nature and emphasizes allowing all, especially underrepresented groups, to participate. Programs should be measured through surveys and comparing metrics of participants versus non-participants.
This document is a chapter from a book titled "The First Time Manager" about managing people. It discusses some of the challenges new managers face such as taking on more responsibilities, increased scrutiny, and being responsible for others' work. It explains how managers are evaluated based on their team's collective performance rather than individual contributions. A new manager may have trouble adjusting their perspective from an individual employee to considering the company's needs. The chapter emphasizes understanding one's new responsibilities as a manager and considering all factors and potential consequences of decisions, not just how things appear currently.
This document provides information about Dr. N. Asokan as a resource person, including his contact details and online profiles. It then discusses several topics relevant to Industry 4.0 including skills, knowledge, talent, competencies, technology, higher-order thinking, problem-solving, critical thinking, creativity, and the digital skills divide. It notes that markets are volatile, products have short lifecycles, and complexity is increasing, necessitating Industry 4.0's aim to help companies use data for quicker results and more agility. Key skills for Industry 4.0 include systems thinking, relationships, learning agility, problem identification and solving. The document emphasizes lifelong learning, self-discipline, emotional and practical intelligence,
The document discusses how employee well-being is connected to productivity and organizational success. It summarizes that well-being depends on both work and personal life factors, and employers who support employee well-being through programs that help manage life stresses can see benefits like increased retention, engagement, and performance. The document also outlines specific programs employers can offer like childcare, backup care, educational assistance, and consulting to enhance employee well-being.
Foundation Paper Revisions and Reflection - E ValdiviaErika Valdivia
This course taught effective time management strategies that can be applied to both personal and professional life. It emphasized planning and prioritizing tasks, tracking time spent on activities, and establishing work-life balance. The underlying theory discussed was the human relations approach, which focuses on valuing employees and fostering a welcoming and cooperative work environment. When these concepts are applied, it can increase employee productivity and satisfaction by addressing individual needs and styles. The course helped prepare the student for a career in human resources by providing practical skills and aligning with the goals of supporting employees' well-being and potential.
The document outlines a two-year Life Skills course that covers personal development, social skills, health, safety, family, and economic topics. Over the two years, students will learn skills like self-awareness, decision-making, communication, relationships, stress management, nutrition, and budgeting. The course is divided into units and topics that are covered over 18 weeks in each semester. Students will develop confidence and learn how to take responsibility for themselves and others through this comprehensive Life Skills program.
This document discusses the dominance of an "instrumentalist" approach to learning through coaching, training, and education in organizations. It argues this approach focuses too much on abstract goals and measurable outcomes, neglecting the uniqueness and complexity of individual learning processes.
Three patterns or "gestalts" are described where this instrumental approach fails to adequately address needs for growth: 1) the "gestalt of omnipotence" where trainers assume they can design perfect interventions, 2) the "gestalt of coercion" where learning is imposed from the outside, and 3) the "gestalt of perversion" where learning serves other aims besides development.
The document proposes an alternative approach called the "Didactics of
The primary role of a supervisor is to manage employees and ensure productivity and quality. A supervisor's main obligations include meeting employees' needs, motivating them, and treating them fairly. A leader guides others' actions voluntarily through influence rather than formal authority. Leadership styles range from autocratic (sole decision-maker focusing on goals) to Laissez-faire (hands-off approach with little concern for others' opinions). Successful managers communicate vision, coach employees, provide meaningful work, and inspire performance above expectations.
The Center for Experiential Learning (CFEL) provides novel experiences where participants must work together with equal knowledge on unfamiliar challenges. This develops relationships and communication skills faster than normal conditions. The unfamiliar tasks place people in an unbalanced state where they cannot rely on status or experience, focusing instead on problem solving and leadership skills. The experience allows participants to demonstrate typical behaviors and receive feedback in a safe environment to improve personal and professional skills through experiential learning.
The document discusses personality development and key factors that influence an individual's personality. It defines personality and lists several factors that determine personality, including intelligence, physical limitations, education, heredity, and environment. It also discusses self-development and the importance of lifelong learning. The document provides an overview of SWOT analysis and how it can be used to understand an organization's strengths, weaknesses, opportunities, and threats. It also briefly discusses knowledge management and some of the key activities involved.
Employee development: More Than Just a 'Train' of ThoughtNicole Reaves
This is a white paper that is focused on the comprehensive and systemic view of how I see employee development and how it differs from simply employee training. Emphasis is made on the importance of understanding employees are invested in a holistic approach to career development and desire opportunities for education, learning, development, and training to leverage the full strength of their knowledge, skills, and competencies to advantageous performance based outcomes for organizations.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
"Motivation: A different perspective" is written based on various literature review on sustainability of performance - organisational culture/behaviour/creativity/ people processes, motivation etc. It brings two specific perspectives: "SPLITS & CARE". My recent interaction with Balaji Prof C who has developed an interesting process known as "Causing Incredible Performance" with remarkable impact on people and organisations - mainly focusing on rewiring their internal voices has further validated my perspectives. Kindly provide your insights on it.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
Learning and Development by storeprime.comStorePrime.com
The document defines learning and development as the process used by organizations and employees to develop the capabilities needed for ongoing success. It involves acquiring knowledge, skills, and attitudes through a range of tools and techniques aligned with business goals. The focus is on active learning by employees in partnership with their employer. The document discusses how learning and development helps organizations meet competitive challenges and develop sustainable competitive advantages through their human resources.
This document discusses youth mentoring and outlines key aspects of developing a successful mentoring relationship. It defines mentoring as helping a young person through a transitional period in their life. A successful relationship is built on mutual trust and respect, allows the mentee to learn and grow at their own pace, and benefits both parties. The mentor's role evolves over time from being supportive to providing more challenge as the mentee gains confidence. Adhering to a written contract, sustaining presence, focusing on the mentee's goals, and seeking support from other organizations can also help foster a successful long-term mentoring relationship.
1) Between 1880-1920, bureaucracy became the ideal organization model for industry as it promoted principles like merit-based selection and rational planning. However, as manufacturing declined, bureaucracy began to inhibit organizations with excessive rules and procedures.
2) Today's knowledge/service economy requires empowering employees with autonomy, clear responsibilities, and freedom from unnecessary oversight so they can be innovative. Empowerment involves leaders providing employees with a vision, resources, and trust to complete tasks without micromanagement.
3) For an organization to be truly effective, it needs both organizational learning - continuously improving by learning from clients and stakeholders - as well as employee empowerment to implement changes. The ideal state is one with high levels of both
Distribute Process Knowledge in Adaptive Case management through MentoringAdaPro GmbH
1) The document discusses how to distribute process knowledge in organizations through mentoring and adaptive case management (ACM).
2) It describes a case study of an engineer, Leona, who feels overwhelmed by being the only person with knowledge to resolve critical tickets. She decides to mentor her colleague, Steve, by delegating some testing tasks to him and documenting the test procedures.
3) Over multiple iterations, Leona refines her knowledge sharing approach. She creates templates for common testing tasks, documents the procedures, and assigns the tasks to the role of "Test Assistant" in her workflow template, allowing others to take on those tasks. This helps distribute her workload while establishing living, evolving knowledge within the organization
Career management and Employee's Development Presentation 8ahmad attique
This document discusses career management and employee development. It defines career as an occupation or profession, and career management as the active management of one's career. Career management skills include understanding strengths/weaknesses and identifying opportunities. The career management process involves career exploration, developing goals, and using strategies to achieve goals. Career development refers to lifelong learning and progression in work. It helps employees adapt to change and increases employability. The document encourages reflecting on one's career and development needs, and having career conversations with supervisors to navigate one's career goals.
This document provides lecture notes on organizational behavior and leadership for students at East Africa University. It includes a course description, objectives, and contents covering topics like the nature of organizational behavior, learning and perception, attitudes and job satisfaction, communication, groups and teams, leadership, conflict, and organizational culture. The notes were prepared by referencing various books and materials from other authors, with the goal of giving students a broad overview of the course concepts to help with exam preparation.
The document discusses three skills that are important for effective administrators: technical skill, human skill, and conceptual skill. Technical skill involves proficiency in a specific area of work. Human skill is the ability to work effectively with people and build cooperation. Conceptual skill allows one to see the big picture of an organization and understand how different parts relate and affect each other. Developing these three skills can help improve the selection and development of effective administrators.
My thoughts on the background to and the essential elements of 21st century management. Why corporate entrepreneurs are different and how we can develop them.
The document discusses career counseling and provides information about various theories and approaches to career counseling. It defines career counseling as an interactive process between counselor and client to address personal and social issues at an emotional level. Several theories of career development are outlined, including trait and factor theory, psychodynamic theory, sociological theory, social learning theory, and developmental theory. Key aspects, objectives, challenges, methods and stages of career counseling are also summarized. The document provides an overview of the topic of career counseling.
1. The author has worked in the hospitality industry for 17 years, managing upscale restaurants in Tucson. They pursued a business degree from Northern Arizona University to become a better manager and leader.
2. The NAU curriculum taught the author about universal values like leadership, vision, teamwork, and ethics that drive successful organizations. They learned the difference between managing and leading, and that authentic leaders create vision and empower followers.
3. The author sees education not just as receiving a diploma, but earning it through learning and personal growth. Financial and social sacrifices were worth it to gain knowledge and prepare to effectively lead with consciousness and altruism.
1) The document discusses organizational culture and its relationship to management functions like planning, organizing, controlling and leading. It uses Whole Foods as a case study, analyzing how the company's mission and values shape its culture.
2) Control mechanisms like social norms and shared values can be used to influence employee behaviors and organizational performance. Whole Foods emphasizes team member happiness and excellence as a core value.
3) Effective human resource management is important for acquiring competent employees and reflecting well on management decisions. Filling positions with the right people directly impacts how well an organization is controlled.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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Mentoring For Parenting
1. Mentoring for parenting
Mentoring has generated interests among corporates as well as professional academic
institutions in recent times. The trigger for this appears to be the emerging issue of employability
of graduates from professional institutions and the experience employers have had in dealing
with the new entrants. It is reported that only about 20% of graduates who pass out of our
(Indian context) professional educational institutions are considered employable. This issue was
originally projected as lack of social sills, poor oral and written communication, low awareness
of business etiquette, presentation skills and so on.
It was easy to straight jacket the problem into known tagged areas of competency development,
as it also suited the business interests of those offering such branded services as well as those
procuring the same.
However the real issue of employability is more than the four or so key words as above. The
real issue is one of how can a new recruit prove to be of value to the organisation employing
him /her. This value comes from the ability of the candidate to effectively participate in and
productively contribute to the organisation’s goals, and be seen to be so, by those responsible
for the individual (the supervisors). There are two dimensions to this: the rational and the
emotional. The rational part is the knowledge aspect i.e the candidate being knowledgeable
about the organisation’s vision, mission, goals, line of business, the stated and unstated
expectations, and the organisational and the business contextual ecosystem.
The emotional part refers to all dimensions of how the candidate will respond to different
situations, reflected through his / her conduct and actions, when confronted with a non-standard
situation. Typical / standard situations are never the testing ground! Executives and managers
are expected to be groomed to handle situations different from what the working (shop floor)
class is expected to (carry out repetitive tasks as per predetermined programs for which they
have been trained). Here what primarily count is skills. The behavioural element is inbuilt into
the laid down policies, procedures, SoPs, processes….
However, for the executive class, the expectations are more than handling programmed
maintenance functions, but be able to handle unfolding issues, forward looking thinking and
actions, innovations, leading and handling change and so on, requiring unique inherent traits
and qualities that become determining factors in employability.
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2. The behavioual part is shaped by the internalised notions of what one should desire for (ends)
as an outcome, what means one should adopt to achieve the ends, what actions are considered
right and wrong, what is rewarding and penalised, what is celebrated and castigated, what one
wants and what price one is willing to pay, what is the time horizon under consideration, what
options one has, how far will one go to pursue one’s goals, what derives comfort and otherwise,
what are one’s value systems that guide behaviour. The behavioual element surfaces only
when one is confronted with and has to resolve conflicts, both external and internal. This guiding
beacon in conflicting situations is otherwise known as superordinate goals.
Conflict situations where one is expected and compelled to take certain course of action are
always emotionally stressful. Sometimes individuals are at a loss in such situations. Sometimes,
the internal conflicts fueled by external pressures overshadows rational approach and one tends
to lose balance and guided by pressure points, go against one’s own conscience, seek asylum
in short term gains for one self as a fait accompli, and so on.
Such reactions are primarily due to not having been exposed and subjected to perform in such
demanding situations, under guidance of some one in whom one trusts, who has the
knowledge, experience, maturity to assess the situation, shows empathy with the junior, has the
willingness to lend a shoulder to lean, who is perceived to have no axe to grind from the
situation itself. Mentoring is the healthy relationship between such an experienced person
(mentor) and the one seeking such support (the mentee).
The concept of mentoring has gained prominence in the recent past due to the short time within
which one has to demonstrate productivity and deliver on expectations. The primary driver for
this has been the new technology industry which grew very fast in a short time, with overflowing
opportunities for new professional entrants, high rewards and expectations. It is also attributed
to the opening up of the economy in the early nineties that brought with it opportuities and
threats, placed demands on unlearing and relearning, and expected delivery in emerging
business and organisational contexts.
The sudden growth phase was equally a period of unlearning and relearning, test of
adaptabality and delivery capabilities even for seasoned professionals. Hence it provided low
reaction, learning and delivery time for the juniors. It was a phase of discovery for all, but more
demanding for the green tribe as they are not exposed to tricky, conflicting and demanding
situations. The challenge became one of managing complexity. The word mentoring and its
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3. associated terminology became key words in the corporate, training and higher education
sector.
Mentoring is generally assciated with the process of handling / preparing for the transition of
professional graduates from the education space to employment space. It primarily fills the gap
between the capability attained by the candidates through formal knowledge acquisition in the
classrooms on theretical concepts, and meeting stated and implied expectations in the
workspace. It is a process of sharing of informal knowledge of the organisational and business
ecosystem by the mentor, an individual with considerable experience in working life, to the
mentee, the recepient of the inputs. It is also, extending emotional support, handholding,
providing a wall to lean, confidence building, someone to share with, confide in, seek guidance,
give direction and motivate, someone in whom one develops confidence to seek genuine
advice, empathy. A mentor is one who has no axe to grind from the relationship with the
mentee, at the same time has the knowledge and experience based competence and emotional
maturity to understand, foresee, visualise, weigh, the problem posed by the mentee. The
realtionship is not driven by any financial gains for the mentor or compulsion to go by the advice
of the mentor, by the mentee.
The process of mentoring is purely voluntary, based on mutually perceived compatibility and
need for the relationship through a perceived collective emotional gain for the mentor and
mentee. The relationships is not prescriptive, there are no rules, no deadlines, no hierarchy, no
monetary expectations….It is largely an informal emotional support based on the chemical
bonding between two individuals, and in a limited sense sharing practical experience, extending
the benefit of being able to see what is not visible to the one who has not been in that space,
and thereby be in a position to guide choosing the right path, up front or even be forewarned.
The term mentoring was coined in the recent past in the context of the felt need to fill the gap
between education and emloyment / work life. However the process / the act of mentoring
existed even centuries ago, particularly in the joint family system in traditional India (the eastern
world). Japan and China are classic examples that follow management models (life time / long
term employment) different from that of the west and mentoring is an inherent part of the
system.
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4. It started in the family, in particular the joint family system where all members of the joint family
cutting across three to four generations lived and worked together. One could visualise a family
comprising persons from age near about a century to as low as a couple of months. In such a
scenario, every individual of any age had the opportunity to experience what people of a
different age group, role and sex, go through without being directly affected by it. This is very
close to a hands-on training and experiential learning.
The experience drawn from proximity and exposure, had the effect of informal transfer of
knowledge (we call it case study today, drawn from distant situatiions that we cannot even
visualise, that has no emotion and so becomes a mechanical ritual!). No experiential learning
can happen without an emotional involvement. The emotional support from seniors could
happen seamlessly (no axe to grind, any misdemeanour by a truant would be handled
effectively by those higher in the hierarchy, the junior had the comfort and obligation to learn.
Intra family hiererachy was clearly known and accepted, though no written rules were laid down,
right value systems were instilled in youngsters, by the sheer presence on the scene of the
elders, age and knowledge were respected not necessarily earnings. The mentoring happened
without going to town about it, no launching, no kick off, monitoring, closure, certifications, and
any celebrations. A quiet effective, long lasting sustainable, deeply ingrained and internalised
affair. The roots are deep enough to hold the tree system against even a hurricane. It in short
develops unassailable character in the individual that is conspicuously lacking in the modern
age.
What has happened in the recent past? The nuclear family, youngsters breaking out of the
parents and elders, DINKS (double income no kids) families, external affluence by media and
society euologising superficial sense of success, no felt obligations to society, no control, not felt
answerable, late child bearing, no felt need for any guidance on parenting, as the young couple
believe they don’t need it, as this is a new generation not exposed to by the elders and hence
no expected value addition, seen more as a hindrance and infringement on personal freedom
and intruding into one’s own space.
The transition from DINKS to DIO(one)K family set the tone for the problems to emerge. The
young parents have no time, are affluent and can hence engage external help for the only
child’s care, the relationship between the parents and the child become one of a ritualistic
formal official party relatonship, with all the visible gadgets thrown in for display of (misplaced)
affluence and well being, the child begins to live in a make believe world created by the parents
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5. in thier own cocoon, totally cut off from the rest of the world, limited opportunity for free
expession and experience (one has to go by the rules of the house, otherwise it is considered
inappropriate behaviour), the child grows up believing the small world ceated for it to be the
whole world and aligns with it, over-protected from the harsh realities of real life by the affluent
parents, the child becomes a stranger within its own home land when having to deal with the
real heterogeneous environs, picks up habits appropriate to its parents affluence and value
systems.
In the next phase, the child attains maturity, enters the professional institution in a competitve
world (gets through the competition through rot external tutoring the parents can afford), gets
suddenly exposed to the unprotected and non structured ways of the real world during / post
graduation, disappointments set in, unable to deliver to the expectations of parents, and the
significant others, frustration develops followed by consequences that manifest in suicides,
withdrawal, mental cases, terrorism,… and then (may be some) get into employment, and is
now exposed to the formal mentoring, as the protection long longer exist.
Are we not responsible for this state of affairs, where we refuse to learn from within our own
system, adopt and adapt to alien practices as they are fashionable. Is it not time to mentor the
parenting process and not their offsprings, so that we can have a deep rooted and sustainable
productive society in the future?
I believe mentoring should start with the parents right from the time their first child is born,
targeting them even while they are in the organisation, so that we help and mould future
societies. CSR could be a viable route through which large and responsible organisations can
add considerable long term value and help in societal transformation
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