These are the slides from our Leadership Fundamentals, leadership development class. from week 2. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
These are the slides from our Leadership Fundamentals, leadership development class. from week 1. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
These are the slides from our Leadership Fundamentals, leadership development class. from week 5. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
These are the slides from our Leadership Fundamentals, leadership development class. from week 3. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
These are the slides from our Leadership Fundamentals, leadership development class. from week 1. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
These are the slides from our Leadership Fundamentals, leadership development class. from week 5. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
These are the slides from our Leadership Fundamentals, leadership development class. from week 3. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
- define change management
- characters of change management
- level of change management
- step to transforming your organization
and effective steps of managing change
- act like a leader, not a manager
- benefit of change management
ppt of change management
Drivers of Change - eLearning Design & DevelopmentIdeaon
What drives change in a Corporate eLearning environment?
Know the causes of the change. That could help you define and mitigate them. With specific accent on the current global nature of business and enterprise groups, how do you embrace this change ?
Know the painpoints to know the solutions.
Managing change in organizations can be daunting. This article provides a quick and precise look for students, Leaders and managers into two main theories of transforming their work place using the two main change theories by Kurt Lewin and John Kotter
Workforce focus
Refers to everyone who is actively involved of accomplishing the work in organization.
- paid employees
- volunteers
- contract employees
- team leaders
- supervisors
- managers at all levels
Taylorism/Taylor System
In Taylor’s view, the task of factory management was to determine the best way for the worker to do the job, to provide the proper tools and training, and to provide incentives for good performance.
The evolution of workforce management
this presentation covers the topic such as
- what is the objective?
- why the objective is required?
- difference between objective and goals?
- characteristics of objective (s - specific ,M- measurable, A- Attainable, R - Relevant, T - time bond )
- Type of objectives
> Based on lavels
> time
- define change management
- characters of change management
- level of change management
- step to transforming your organization
and effective steps of managing change
- act like a leader, not a manager
- benefit of change management
ppt of change management
Drivers of Change - eLearning Design & DevelopmentIdeaon
What drives change in a Corporate eLearning environment?
Know the causes of the change. That could help you define and mitigate them. With specific accent on the current global nature of business and enterprise groups, how do you embrace this change ?
Know the painpoints to know the solutions.
Managing change in organizations can be daunting. This article provides a quick and precise look for students, Leaders and managers into two main theories of transforming their work place using the two main change theories by Kurt Lewin and John Kotter
Workforce focus
Refers to everyone who is actively involved of accomplishing the work in organization.
- paid employees
- volunteers
- contract employees
- team leaders
- supervisors
- managers at all levels
Taylorism/Taylor System
In Taylor’s view, the task of factory management was to determine the best way for the worker to do the job, to provide the proper tools and training, and to provide incentives for good performance.
The evolution of workforce management
this presentation covers the topic such as
- what is the objective?
- why the objective is required?
- difference between objective and goals?
- characteristics of objective (s - specific ,M- measurable, A- Attainable, R - Relevant, T - time bond )
- Type of objectives
> Based on lavels
> time
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
theories of leadership, organizational behavior, management, x y theory of leadership, leader membership theory, group approach by kurt lewin, hasrey and blenchard's contingency, features of leadership, trait theory of leadership, ohio state thoery of leadership
Similar to MePush Leadership Fundamentals - Week 2 (20)
How to use strategic and structural design principles to apply the MITRE Cyber Resiliency Engineering Framework (CREF) to improve the cybersecurity, resiliency, and therefore business continuity and survivability of your company.
Accidental Resiliency - Global Resilience Federation (GRF) Business Resilienc...Art Ocain
I did an hour discussion for MITRE, but the Global Resilience Federation (GRF) asked for an abbreviated (15 mins) version for their Business Resilience Council (BRC) meeting, so this is that abbreviated version.
vCIO vCISO - Information Technology and Security Strategy.pptxArt Ocain
At Airiam, I act as Field CISO (vCISO) and Field CIO (vCIO) for clients. Sometimes, I handle both roles. This slide deck is my first meeting with my clients.
Cybersecurity for Small Business - Incident Response.pptxArt Ocain
Art Ocain discusses approaches to ransomware incident response for small businesses. From the NIST 800-61 or SANS incident response framework, Art walks small business owners through the stages of response and recovery.
These are the slides from our Leadership Fundamentals, leadership development class. from week 4. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
This is a presentation for small businesses as presented by Art Ocain of MePush during an SBDC presentation. This explains how and why ransomware exists as well as how to recover and prepare.
Control Your Data: 3 Steps for Data Governance for Work from Home StaffArt Ocain
These slides relate to controlling data governance as employees are working from home. Art Ocain, a certified Azure Administrator, Microsoft 365 Security Administrator, and Microsoft 365 Enterprise Administrator, discusses solutions to leverage the Microsoft 365 toolset to increase your security.
Be More Secure than your Competition: MePush Cyber Security for Small BusinessArt Ocain
These are the slides I used during my cyber security presentation at the Bucknell SBDC. Titled "Be More Secure than your Competition" this is geared toward small businesses.
Courtney Pachucki, IT Specialist at MePush, wrote this amazing Internet hygiene presentation for users on the Web to stay safe and avoid being hacked, phished, or infected with malware. This is a basic set of guidelines to help you identify your risks on the web.
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
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.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name：Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition：12th Global Edition
author：by Hoffer
ISBN：ISBN 10: 0133544613 / ISBN 13: 9780133544619
type：solution manual
format：word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
1. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Module 2: Leadership and Leadership Styles
• Review individual leadership style assessments.
• Define and discuss the locus of control and
extreme ownership.
• Learn leadership models including
• Fiedler’s Contingency Theory
• Robert House’s Path-Goal Theory and
• Hersey-Blanchard Situational Leadership
Theory.
• Discuss fitting leadership methods to the situation
or the people being led.
• Discuss leading your leader in the perspective of
locus of control and extreme ownership.
• Explore the direction of influence.
• Discuss leadership and autonomy in the DevOps
culture.
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
DevOps Principles
(CAMS)
• Culture of people,
processes, and tools
• Automation of
processes
• Measurement of KPIs
• Sharing feedback,
best practices, and
knowledge
3. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Locus of Control Assignment
Locus of Control & Attributional Style Test
• I scored an 87% in success orientation.
• I believe that my success is the result of my own
skills, intelligence, and personality.
• I rarely attribute it to external forces.
4. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Locus of Control
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Locus of Control:
The degree to which people believe that they have
control of the outcome of events in their own lives.
5. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Locus of Control
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Internal Locus of Control External Locus of Control
• Feels they control their destiny
• Feels responsible for their actions
and their outcomes
• Cannot blame someone else
• Feels that things happen to them
because of luck, destiny, higher power,
other people, the government, their
boss, etc.
• Looks for attention or sympathy
• Victim mentality (everything bad
happens to them)
• Feel out of control of their life and
helpless
• Blames others
• Tends to be more successful
• Tends to be more motivated
• Tends to have better mental health
• Tends to have more positive
experiences
• Tends to be less successful
• Tend to be driven by fear, pessimism, or
anger
• Often depressed and feel more negative
6. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Extreme Ownership
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Extreme Ownership:
“There is no one else to blame; you must own problems along with
solutions; commit to lead up and down the chain of command.”
4 Laws of Combat
• Cover and Move
• Prioritize and Execute
• Keep it Simple
• Decentralize Command
https://echelonfront.com/what-is-extreme-ownership/
7. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Review Definition of Extreme Ownership
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Extreme Ownership:
“There is no one else to blame; you must own problems along with
solutions; commit to lead up and down the chain of command.”
Mindsets for Victory
• Aggressive Mindset
• Address problems immediately
• Take initiative
• Move fast
https://echelonfront.com/what-is-extreme-ownership/
• Innovate and Adapt
• Adjust to the situation
• Stay ahead
• Be Humble
• Ego ruins relationships
• Discipline Creates Freedom
8. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Discuss Extreme Ownership and
Locus of Control
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
• Are there parallels between an internal
locus of control and Extreme Ownership?
• What is unique about Extreme Ownership?
9. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Fiedler’s Contingency Theory (mid-1960s):
• There is no best style of leadership.
• A leader’s effectiveness is based on the situation.
• Assumes a leader’s leadership style is fixed
10. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Fiedler’s Contingency Theory uses the Least-Preferred Co-
Worker Scale (LPC) to determine whether a leader is
Task-oriented
• Effective at completing tasks
• Quick to organize a group and
get tasks and projects done.
• Relationship-building is a low
priority.
Gets it done.
Relationship-oriented
• Good at avoiding and
managing conflict.
• Focus more on personal
connections.
• Better for complex decisions.
Relationships and strategy.
11. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Fiedler’s Contingency Theory uses the Least-Preferred Co-
Worker Scale (LPC) to determine whether a leader is
Task-oriented
• Effective at completing tasks
• Quick to organize a group and
get tasks and projects done.
• Relationship-building is a low
priority.
Gets it done.
Relationship-oriented
• Good at avoiding and
managing conflict.
• Focus more on personal
connections.
• Better for complex decisions.
Relationships and strategy.
12. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
Least
Preferred
Coworker
(LPC)
Task-oriented
• Effective at completing tasks
• Quick to organize a group and
get tasks and projects done.
• Relationship-building is a low
priority.
Gets it done.
Relationship-oriented
• Good at avoiding and
managing conflict.
• Focus more on personal
connections.
• Better for complex decisions.
Relationships and strategy.
Low LPC score (54 and below) is task-oriented.
High LPC score (73 and above) is relationship-oriented.
13. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
Least
Preferred
Coworker
(LPC)
Low LPC score (task oriented) is favorable for performance
in all situations except where leader/member relations are
high and task structure and position power are low.
Source:
https://expertprogrammanag
ement.com/2018/11/fiedler-
contingency-theory/
14. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Fiedler’s Contingency Theory
Source:
https://expertprogrammanag
ement.com/2018/11/fiedler-
contingency-theory/
Low LPC score (task oriented) is favorable for performance
in all situations except where leader/member relations are
high and task structure and position power are low.
15. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Hersey-Blanchard Situational Leadership Theory
Situational Leadership Theory (mid-1970s):
• There is no single “best” style of leadership
• Effective leadership is task-relevant
• Successful leaders adapt their style to the
tasks and followers/employees
16. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Hersey-Blanchard Situational Leadership Theory
Situational Leadership Theory Leadership Styles
1. Delegating style: A low-task, low-relationship style wherein the leader allows the
group to take responsibility for task decisions. This is best used with high maturity
followers.
2. Participating style: A low-task, high-relationship style that emphasizes shared
ideas and decisions. Managers can use this style with moderate followers who are
experienced but may lack the confidence to do the tasks assigned.
3. Selling style: A high-task, high-relationship style in which the leader attempts to
sell their ideas to the group by explaining task directions in a persuasive manner.
This, too, is used with moderate followers. Unlike the previous style, these
followers have the ability but are unwilling to do the job.
4. Telling style: A high-task, low-relationship style wherein the leader gives explicit
directions and supervises work closely. This style is geared toward low maturity
followers.
Direct Quote; Source: https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp
18. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Leadership Models: Path-Goal Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Source: http://www.nwlink.com/~donclark/leader/lead_path_goal.html
• Strong method for
leadership
• Aligns employee
direction with company
goals by giving them
motivations around
their own goals.
19. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Fitting leadership styles to the people and the tasks
• Fiedler’s Contingency Theory
• Hersey-Blanchard Situational Leadership Theory
• Robert House’s Path-Goal Theory
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
20. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Direction of Influence
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Stakeholder (definition): a party with an interest or concern in your
business. Can be suppliers, vendors, employees, shareholders,
customers, environment, society, government, etc.
You can influence any stakeholder.
Upward influencing senior management, owners
Downward influencing team members or consultants
Outward influencing clients, vendors, partners, and the public
Sideward influencing peers
21. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Direction of Influence
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
Stakeholder (definition): a party with an interest or concern in your
business. Can be suppliers, vendors, employees, shareholders,
customers, environment, society, government, etc.
Stakeholder Management is communication, influence, inclusion,
persuasion, and involvement in order to get everyone “on board.”
Stakeholder Management is important to accomplish organizational
goals. Sometimes stakeholder management requires “managing up.”
22. Leadership, Module 2
MePush Leadership Fundamentals 1.0
“Managing Up”
Managing your manager.
How:
• Make their jobs easier
• Helping to influence and lead your peers
• Communicate your priorities and seek feedback (don’t assume that you are in
alignment with organizational goals)
• Anticipate your boss’s needs
• Learn the right way to discuss problems with your leaders
• Boost your own level of engagement as well as your peers
23. Leadership, Module 2
MePush Leadership Fundamentals 1.0
“Managing Up”
Managing your manager.
• Anticipate and jump in (volunteer and lead)
• Help them get organized (take notes, create that PowerPoint, send out the action items)
• Complete tasks and be successful (volunteering makes no difference if you are
unsuccessful or never complete projects)
• Become well-rounded (become more useful with self-development)
• Consider the bigger picture (learn to see the whole system, the stakeholders, and the
politics)
24. Leadership, Module 2
MePush Leadership Fundamentals 1.0
“Managing Up”
Managing your manager.
• Manipulate them. Being a “yes man” or
brown-nosing or being unrealistic.
• Cover up the truth. Hiding the truth of the
situation, making excuses, passing blame.
• Get involved in office politics. Don’t be the
rumor mill. Don’t play sides against each
other. Don’t be a backstabber.
25. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Extreme Ownership and “Managing Up”
• Take responsibility, regardless of your role
on the team
• Support your leaders by helping them
understand the reality of the situation
• Have the courage to give leaders your ideas
• Establish communication and mutual
respect and understanding
“If your boss isn’t making a
decision in a timely manner, or
providing necessary support
for you and you team, don’t
blame the boss – first blame
yourself. Examine what you
can do to better convey the
critical information for
decisions to be made and
support allocated.”
Source: Extreme Ownership: How U.S. Navy SEALs Lead and Win by
Jocko Willink and Leif Babin
26. Leadership, Module 2
MePush Leadership Fundamentals 1.0
Wait?! Does this mean you are already a leader?
• Extreme Ownership makes you a leader
• Internal locus of control makes you a leader
DevOps Culture at MePush
• Collaborative and
cooperative environment
• End-to-end leadership,
ownership, and responsibility
• Continuous improvement
• Increased automation
• Focusing on the customers'
needs and experience
• Fail fast and learn from it
• Unite teams and expertise
• Taking responsibility
• Autonomy
• Leading your peers
• Supporting your team
