The document discusses exercising positive control as the fifth step of the Management Task Cycle. It provides guidance on techniques for managers to effectively emphasize time, control details, apply goal pressure, and delegate tasks while avoiding becoming overly controlling. These include setting clear expectations and deadlines, regularly checking in on progress, engaging employees in goal setting, and trusting employees' abilities. The document also cautions against bottlenecks that can occur if managers skip earlier MTC steps and suddenly try to over-exert control.
This document provides an introduction to fundamentals of project management. It defines what constitutes a project, including that projects are temporary endeavors with defined start and end times undertaken to achieve unique goals. The document outlines key project features like objectives, resources, life cycles, and risks. It distinguishes projects from programs and defines project management as planning, controlling, and executing projects to ensure successful delivery. Benefits of project management include improved chances of achieving goals, prioritized resource use, and increased customer satisfaction.
The document discusses the implementation and sustainability phases of transformative leadership. It describes 4 task-oriented behaviors leaders can use in the implementation phase: 1) plan with pictures and backups, 2) communicate clearly, 3) monitor and provide helpful performance reviews, and 4) problem solving. The sustainability phase focuses on meeting present needs without compromising the future, and involves 3 phases - building relationships, recognizing individuals and teams, and providing rewards.
In this file, you can ref useful information about performance appraisal interviews such as performance appraisal interviews methods, performance appraisal interviews tips
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Appraisal Interview" and will show you how to prepare for and conduct a successful appraisal review session.
The document discusses active management training. It defines active management as regular, scheduled interactions between leaders and staff to connect, monitor progress, ensure goals are met, and recognize performance. This is contrasted with absent management, which lacks engagement, and micro-management, which lacks trust. Effective active management requires clear communication, listening, assertiveness and interest in staff. Common employee and leadership reactions to change are reviewed, as are phases of change adoption. FAQs address why active management is needed, how to handle high and low performers, and how leaders can make time for active management visits.
Agile is one of the most popular methodologies in project management and its practices are appreciated by many developers and managers all over the world. What are the key Agile practices that make the methodology famous and beloved?
To anticipate a possible reaction: the list below is definitely incomplete. Perhaps it may seem controversial. Here are only the best practices project managers need to be familiar with.
This document discusses performance counselling and appraisal. It notes that the objective of performance counselling is to help employees overcome weaknesses and reinforce strengths through discussion of past performance and feedback to improve future effectiveness. Effective performance management systems require clear expectations set in advance and ongoing coaching. For counselling to be effective, there needs to be an open climate of trust and a focus on work issues rather than personalities. Performance appraisal should address achievement of objectives and human errors, with steps like training supervisors, developing job descriptions, and handling administration, appraisals, and potential identification separately.
Understanding the various types of performers in the organisation and following the ECONO way of performance management will ensure high level protection of any legal consequences of performance management issues.
This ECONO process is designed with Australian Fairwork act's compliance considerations.
This document provides an introduction to fundamentals of project management. It defines what constitutes a project, including that projects are temporary endeavors with defined start and end times undertaken to achieve unique goals. The document outlines key project features like objectives, resources, life cycles, and risks. It distinguishes projects from programs and defines project management as planning, controlling, and executing projects to ensure successful delivery. Benefits of project management include improved chances of achieving goals, prioritized resource use, and increased customer satisfaction.
The document discusses the implementation and sustainability phases of transformative leadership. It describes 4 task-oriented behaviors leaders can use in the implementation phase: 1) plan with pictures and backups, 2) communicate clearly, 3) monitor and provide helpful performance reviews, and 4) problem solving. The sustainability phase focuses on meeting present needs without compromising the future, and involves 3 phases - building relationships, recognizing individuals and teams, and providing rewards.
In this file, you can ref useful information about performance appraisal interviews such as performance appraisal interviews methods, performance appraisal interviews tips
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Appraisal Interview" and will show you how to prepare for and conduct a successful appraisal review session.
The document discusses active management training. It defines active management as regular, scheduled interactions between leaders and staff to connect, monitor progress, ensure goals are met, and recognize performance. This is contrasted with absent management, which lacks engagement, and micro-management, which lacks trust. Effective active management requires clear communication, listening, assertiveness and interest in staff. Common employee and leadership reactions to change are reviewed, as are phases of change adoption. FAQs address why active management is needed, how to handle high and low performers, and how leaders can make time for active management visits.
Agile is one of the most popular methodologies in project management and its practices are appreciated by many developers and managers all over the world. What are the key Agile practices that make the methodology famous and beloved?
To anticipate a possible reaction: the list below is definitely incomplete. Perhaps it may seem controversial. Here are only the best practices project managers need to be familiar with.
This document discusses performance counselling and appraisal. It notes that the objective of performance counselling is to help employees overcome weaknesses and reinforce strengths through discussion of past performance and feedback to improve future effectiveness. Effective performance management systems require clear expectations set in advance and ongoing coaching. For counselling to be effective, there needs to be an open climate of trust and a focus on work issues rather than personalities. Performance appraisal should address achievement of objectives and human errors, with steps like training supervisors, developing job descriptions, and handling administration, appraisals, and potential identification separately.
Understanding the various types of performers in the organisation and following the ECONO way of performance management will ensure high level protection of any legal consequences of performance management issues.
This ECONO process is designed with Australian Fairwork act's compliance considerations.
The document discusses several key principles of management according to Henry Fayol. It outlines 14 principles that Fayol synthesized for effective organizational design and administration, including specialization of labor, authority and responsibility, discipline, unity of command, subordination of individual interests, and others. It provides details on each principle and why they are important for effective management.
The document outlines a 3-stage performance appraisal process: 1) Preparing by reviewing past performance and setting expectations, 2) Conducting the appraisal by facilitating self-assessment, agreeing on actual performance and ratings, and setting future goals, and 3) Following up. When conducting the appraisal, the manager facilitates discussion of each performance measure, provides feedback, and works with the employee to rate performance and set new goals in a constructive manner focused on improvement. The process aims to get employees to self-assess and take ownership of their development through open discussion.
This document provides an overview of proactive management, lessons learned, and risk management. For proactive management, it discusses being proactive versus reactive, tips for proactive management including identifying tasks and risks, and how to build strong customer relationships. For lessons learned, it defines lessons learned and explains how to conduct lessons learned meetings and use a lessons learned register. For risk management, it defines risk and the risk management process of identifying, analyzing, planning, implementing, and monitoring risks.
In this file, you can ref useful information about process of performance appraisal such as process of performance appraisal methods, process of performance appraisal tips, process of performance appraisal forms, process of performance appraisal phrases … If you need more assistant for process of performance appraisal, please leave your comment at the end of file.
This document discusses time management concepts and techniques. It defines time management and identifies its benefits for organizations and individuals. It discusses categorizing time, prioritizing tasks, avoiding busywork, and moving activities from urgent to important. Tools like spent time matrices and SMART goals are presented to help manage time effectively.
This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.
Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.
5 Performance Management Scenarios: Navigating Everyday Encounters for Greate...ComplyRight, Inc.
This document provides a summary of a webinar on navigating five common performance management scenarios: 1) Counseling an employee to improve behavior and output, 2) Providing fair and balanced feedback during reviews, 3) Using coaching and mentoring to inspire engagement in an employee who has become disengaged, 4) Resolving conflicts when they arise between employees, and 5) Firing an employee as a last resort. The webinar offers advice on how to handle each scenario professionally and effectively through counseling conversations, documentation, setting goals, and following proper disciplinary procedures.
Employee comments on performance appraisaltommylong551
In this file, you can ref useful information about employee comments on performance appraisal such as employee comments on performance appraisal methods, employee comments on performance appraisal tips, employee comments on performance appraisal forms, employee comments on performance appraisal phrases … If you need more assistant for employee comments on performance appraisal, please leave your comment at the end of file.
This document provides information and materials for evaluating the performance of a regional sales representative, including:
1. A sample job performance evaluation form with sections to rate performance factors, document strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating various skills and behaviors.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
This document provides tips for executive assistants to become exceptional at their role. It discusses how the role has evolved from primarily administrative tasks to becoming an active partner to senior management. It emphasizes the importance of building trust through listening, empathy, taking initiative, and following through on commitments. Executive assistants are encouraged to make their executives look good by staying organized, prepared, and on top of relevant industry information.
The document discusses the differences between employee performance and conduct expectations. Performance relates to how well an employee completes their job duties, while conduct refers to following workplace rules. If performance is unsatisfactory, supervisors should provide counseling, written feedback, and corrective plans to help the employee improve. Further disciplinary action like suspension may be necessary if improvement does not occur. The goal is to first assist employees through corrective measures before resorting to punishment.
Are you a project manager with a discussion on your agenda? Be ready to response a mixture of behavioural and position-based interview questions meant at revealing your management, message, and administrative skills.
This document contains information about performance evaluation methods for a client relationship manager position. It discusses 12 different performance appraisal methods including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. For each method, it provides a brief overview and highlights some key aspects such as objectives, advantages, disadvantages, and rating scales. The document aims to equip managers with tools and frameworks for effectively evaluating a client relationship manager's job performance.
This document provides guidance for managers on conducting return to work interviews following an employee's absence. It outlines steps managers should take before, during, and after the interview. Managers are instructed to put employees at ease, explain the purpose of the confidential interview, ensure accurate notes are taken, discuss any support needed, and create an agreed upon action plan. Managers are also told not to make assumptions or share employee information, and to store documentation securely after completing the interview. The goal is to determine an employee's readiness to return while establishing support needed and reviewing attendance levels.
Social work assistant perfomance appraisal 2tonychoper4304
This document provides information and resources for evaluating the performance of a social work assistant, including:
1. A 4-page job performance evaluation form with rating scales for evaluating an employee's performance, strengths, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating a social work assistant's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance evaluation, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
Sam's performance at work has declined significantly in recent weeks. He has been late to work several times and his productivity has fallen below standards. The counselor calls Sam in for a performance counseling meeting to address these issues. The counselor will review documentation of Sam's poor performance and late arrivals. They will give Sam a chance to explain the reasons for the decline and to develop a plan to improve his performance and get his career back on track. The counselor will focus on having an open discussion and resolving the issues, while also making it clear that improved performance is required to keep his job.
It is important for managers to communicate with their teams in several ways:
1. Managers should consult with their team on work to be allocated to ensure everyone understands their roles and the company operates efficiently.
2. Managers must consult with HR and other relevant groups on available resources to have the information needed to best allocate work.
3. Explaining the organization's code of conduct to the team is crucial so all employees understand expected behaviors and the company avoids risks.
4. Agreeing on performance indicators with staff beforehand allows everyone to prioritize work and focus on goals.
Project support officer perfomance appraisal 2tonychoper0104
This document contains a job performance evaluation form for a project support officer. It includes sections for identifying the employee and evaluation period, rating their performance on various factors like administration, communication, and customer service. It provides definitions for performance ratings of outstanding, exceeds expectations, meets expectations, below expectations, and unsatisfactory. The form also includes sections for noting employee strengths, areas for improvement, and developing a plan of action. Overall, the form provides a structured way to appraise a project support officer's work performance.
This document outlines effective delegation in the workplace. It discusses the benefits of delegation for leaders and employees. These include getting more work done, increased employee commitment, and freeing up leader time. The document then defines delegation and provides a 5-step model for successful delegation: 1) decide what to delegate, 2) select the right people, 3) communicate clearly, 4) check in with employees, and 5) share rewards and give credit. Key points are made about each step to help leaders delegate tasks effectively.
This document outlines an agenda for a time management course. The course covers topics such as defining time management, deciding what tasks to complete and priorities, planning, procrastination, managing interruptions, and changing habits. It provides examples of workload categories and techniques for reducing firefighting, prioritizing deliverables, overcoming challenges to planning, reducing procrastination, managing telephone calls and filing. The overall goal is to help participants improve their productivity and ability to manage their time effectively.
This document discusses various techniques for managing stress, including keeping a stress diary to identify stressors, using imagery and relaxation to reduce stress, anticipating and planning for stressful situations, focusing on rational thinking and positive self-affirmations to counteract negative thoughts, and using optimal stress levels to improve performance when under-motivated.
The document discusses several key principles of management according to Henry Fayol. It outlines 14 principles that Fayol synthesized for effective organizational design and administration, including specialization of labor, authority and responsibility, discipline, unity of command, subordination of individual interests, and others. It provides details on each principle and why they are important for effective management.
The document outlines a 3-stage performance appraisal process: 1) Preparing by reviewing past performance and setting expectations, 2) Conducting the appraisal by facilitating self-assessment, agreeing on actual performance and ratings, and setting future goals, and 3) Following up. When conducting the appraisal, the manager facilitates discussion of each performance measure, provides feedback, and works with the employee to rate performance and set new goals in a constructive manner focused on improvement. The process aims to get employees to self-assess and take ownership of their development through open discussion.
This document provides an overview of proactive management, lessons learned, and risk management. For proactive management, it discusses being proactive versus reactive, tips for proactive management including identifying tasks and risks, and how to build strong customer relationships. For lessons learned, it defines lessons learned and explains how to conduct lessons learned meetings and use a lessons learned register. For risk management, it defines risk and the risk management process of identifying, analyzing, planning, implementing, and monitoring risks.
In this file, you can ref useful information about process of performance appraisal such as process of performance appraisal methods, process of performance appraisal tips, process of performance appraisal forms, process of performance appraisal phrases … If you need more assistant for process of performance appraisal, please leave your comment at the end of file.
This document discusses time management concepts and techniques. It defines time management and identifies its benefits for organizations and individuals. It discusses categorizing time, prioritizing tasks, avoiding busywork, and moving activities from urgent to important. Tools like spent time matrices and SMART goals are presented to help manage time effectively.
This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.
Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.
5 Performance Management Scenarios: Navigating Everyday Encounters for Greate...ComplyRight, Inc.
This document provides a summary of a webinar on navigating five common performance management scenarios: 1) Counseling an employee to improve behavior and output, 2) Providing fair and balanced feedback during reviews, 3) Using coaching and mentoring to inspire engagement in an employee who has become disengaged, 4) Resolving conflicts when they arise between employees, and 5) Firing an employee as a last resort. The webinar offers advice on how to handle each scenario professionally and effectively through counseling conversations, documentation, setting goals, and following proper disciplinary procedures.
Employee comments on performance appraisaltommylong551
In this file, you can ref useful information about employee comments on performance appraisal such as employee comments on performance appraisal methods, employee comments on performance appraisal tips, employee comments on performance appraisal forms, employee comments on performance appraisal phrases … If you need more assistant for employee comments on performance appraisal, please leave your comment at the end of file.
This document provides information and materials for evaluating the performance of a regional sales representative, including:
1. A sample job performance evaluation form with sections to rate performance factors, document strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating various skills and behaviors.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
This document provides tips for executive assistants to become exceptional at their role. It discusses how the role has evolved from primarily administrative tasks to becoming an active partner to senior management. It emphasizes the importance of building trust through listening, empathy, taking initiative, and following through on commitments. Executive assistants are encouraged to make their executives look good by staying organized, prepared, and on top of relevant industry information.
The document discusses the differences between employee performance and conduct expectations. Performance relates to how well an employee completes their job duties, while conduct refers to following workplace rules. If performance is unsatisfactory, supervisors should provide counseling, written feedback, and corrective plans to help the employee improve. Further disciplinary action like suspension may be necessary if improvement does not occur. The goal is to first assist employees through corrective measures before resorting to punishment.
Are you a project manager with a discussion on your agenda? Be ready to response a mixture of behavioural and position-based interview questions meant at revealing your management, message, and administrative skills.
This document contains information about performance evaluation methods for a client relationship manager position. It discusses 12 different performance appraisal methods including management by objectives, critical incident method, behaviorally anchored rating scales, behavioral observation scales, and 360 degree feedback. For each method, it provides a brief overview and highlights some key aspects such as objectives, advantages, disadvantages, and rating scales. The document aims to equip managers with tools and frameworks for effectively evaluating a client relationship manager's job performance.
This document provides guidance for managers on conducting return to work interviews following an employee's absence. It outlines steps managers should take before, during, and after the interview. Managers are instructed to put employees at ease, explain the purpose of the confidential interview, ensure accurate notes are taken, discuss any support needed, and create an agreed upon action plan. Managers are also told not to make assumptions or share employee information, and to store documentation securely after completing the interview. The goal is to determine an employee's readiness to return while establishing support needed and reviewing attendance levels.
Social work assistant perfomance appraisal 2tonychoper4304
This document provides information and resources for evaluating the performance of a social work assistant, including:
1. A 4-page job performance evaluation form with rating scales for evaluating an employee's performance, strengths, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating a social work assistant's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance evaluation, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
Sam's performance at work has declined significantly in recent weeks. He has been late to work several times and his productivity has fallen below standards. The counselor calls Sam in for a performance counseling meeting to address these issues. The counselor will review documentation of Sam's poor performance and late arrivals. They will give Sam a chance to explain the reasons for the decline and to develop a plan to improve his performance and get his career back on track. The counselor will focus on having an open discussion and resolving the issues, while also making it clear that improved performance is required to keep his job.
It is important for managers to communicate with their teams in several ways:
1. Managers should consult with their team on work to be allocated to ensure everyone understands their roles and the company operates efficiently.
2. Managers must consult with HR and other relevant groups on available resources to have the information needed to best allocate work.
3. Explaining the organization's code of conduct to the team is crucial so all employees understand expected behaviors and the company avoids risks.
4. Agreeing on performance indicators with staff beforehand allows everyone to prioritize work and focus on goals.
Project support officer perfomance appraisal 2tonychoper0104
This document contains a job performance evaluation form for a project support officer. It includes sections for identifying the employee and evaluation period, rating their performance on various factors like administration, communication, and customer service. It provides definitions for performance ratings of outstanding, exceeds expectations, meets expectations, below expectations, and unsatisfactory. The form also includes sections for noting employee strengths, areas for improvement, and developing a plan of action. Overall, the form provides a structured way to appraise a project support officer's work performance.
This document outlines effective delegation in the workplace. It discusses the benefits of delegation for leaders and employees. These include getting more work done, increased employee commitment, and freeing up leader time. The document then defines delegation and provides a 5-step model for successful delegation: 1) decide what to delegate, 2) select the right people, 3) communicate clearly, 4) check in with employees, and 5) share rewards and give credit. Key points are made about each step to help leaders delegate tasks effectively.
This document outlines an agenda for a time management course. The course covers topics such as defining time management, deciding what tasks to complete and priorities, planning, procrastination, managing interruptions, and changing habits. It provides examples of workload categories and techniques for reducing firefighting, prioritizing deliverables, overcoming challenges to planning, reducing procrastination, managing telephone calls and filing. The overall goal is to help participants improve their productivity and ability to manage their time effectively.
This document discusses various techniques for managing stress, including keeping a stress diary to identify stressors, using imagery and relaxation to reduce stress, anticipating and planning for stressful situations, focusing on rational thinking and positive self-affirmations to counteract negative thoughts, and using optimal stress levels to improve performance when under-motivated.
The document discusses various design patterns, including structural patterns like the Composite pattern and behavioral patterns like the Strategy pattern. It provides examples of each pattern, explaining their structure, applicability, and consequences. It also covers the Singleton creational pattern and human interaction patterns such as "Go Back to a Safe Place". The document is intended to teach about design patterns and how they can be used to solve common programming problems.
The document discusses various aspects of stress at work including definitions, causes, effects, and ways to manage stress. It defines stressors as events or situations that cause mental or physical demand. Stress response is the reaction to a stressor, which can be interpreted positively or negatively. The document outlines several sources of stress at work such as intrinsic job factors, role in the organization, relationships, career development, and home-work interface. It also discusses individual characteristics that affect stress levels and provides strategies for addressing fatigue, exhaustion, and burnout.
The document proposes an action plan to improve the software development process at Intel by adopting elements of the CMMI framework. It outlines suggested improvements to requirements gathering, design, and verification processes including using UML modeling, design reviews, test planning, and code reviews. Potential costs include training and an initial learning curve, while benefits could include increased customer satisfaction, improved work products, and fewer bugs. Feedback is sought from technical staff before implementing the changes.
This document provides an overview of innovation training for Intel's ISTG division. The objectives are to provide an understanding of innovation practices, information on ISTG's innovation investments and goals, and links to processes and tools. Key topics covered include definitions of innovation and systemic innovation, examples of radical, incremental and reapplied innovation, and why innovation is important for companies, employees and addressing competition. It also discusses ISTG's investments in innovation culture, funding, and tools. The document aims to help employees schedule time for innovative thinking and encourage risk-taking and new ideas.
Extreme Programming (XP) is an agile software development methodology that emphasizes communication, feedback, and simplicity. It consists of 12 specific practices like pair programming, planning games, small releases, and on-site customers. The goals of XP include reducing costs, shortening development timelines by 25-50%, and keeping requirements flexible through constant collaboration between developers and customers. Studies show that XP can help complete projects at a lower cost and faster pace by improving code quality, knowledge sharing, and responsiveness to changing needs.
This document provides an introduction to design patterns and their application in object-oriented software design. It discusses the history of design patterns, provides definitions, and gives examples of the Observer, Builder, and Strategy patterns. It also covers how to use design patterns during the software design phase and provides code examples from various Intel projects.
SW development process and the leading indicatorJean Pаoli
This document discusses improvements to Intel's software development process and implementation of a "leading indicator" metric. It describes establishing a standardized development process across departments, with defined activities like requirements, design, coding, and testing. Each activity produces artifacts tracked in the system. A pilot implemented core activities in one department. The process will be expanded to additional activities and merged with the MPOR project management system. Implementation in other departments will follow to gradually roll out the new process company-wide.
This document discusses types of stress, signs of stress, and strategies for managing stress both personally and as a manager. It identifies three main types of stress: general stress from everyday events, cumulative stress from the buildup of everyday stressors, and trauma from abnormal threatening events. The document also outlines physical, emotional, mental, and social factors that can influence stress reactions. Finally, it provides tips for modifying personal stress responses such as taking breaks, getting enough sleep, and avoiding irritating people or events. As a manager, strategies include promoting awareness of stress, providing feedback and support to employees, and helping employees recognize their stress limits and signs of stress in others.
The document discusses effective prioritization and zero-based budgeting (ZBB). It begins by outlining the course objectives of better understanding how to apply ZBB concepts and create an action plan. It then defines ZBB as a process where all expenditures must be justified each period rather than just increases from the previous period. At Intel, ZBB is viewed more broadly as a resource management tool and prioritized list of projects and activities. The document stresses the importance of prioritization and challenges the status quo. It provides steps for developing key deliverables, prioritizing them using various methods, and taking actions based on the prioritization.
This document provides guidance on conducting a Post Implementation Review (PIR) process. It outlines the purpose and requirements of a PIR, which is to improve future projects by learning from past experiences. The document describes the PIR process, which includes planning, completing a survey, analyzing survey results to determine root causes of issues, and conducting a PIR meeting. It provides examples and exercises to demonstrate determining root causes and developing resolutions to prevent issues from reoccurring. The overall goal is to capture lessons learned and identify opportunities to update processes and templates based on project experiences.
This document provides an overview and agenda for an instructor-led PMP study program. The agenda includes introductions, a history of the program, a review of the program structure, and overviews of the 10 course presentations. It also covers instructor delivery tips, an instructor corner website, and addresses for questions. The goal of the program is to support Intel project managers in obtaining their PMP certification through a virtual 10-week series taught by Intel PMPs.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
This document provides an overview of project time management concepts for a PMP exam preparation presentation, including important schedule development tools like critical path method, PERT, and Monte Carlo simulation as well as processes for managing the project schedule through control and making course corrections. Key considerations for developing a project schedule such as activity sequencing, float, dependencies, and compression techniques are also discussed.
The document provides an introduction to the Rational Unified Process (RUP). It discusses what a software engineering process is, limitations of the waterfall model, and an overview of RUP. RUP is an iterative software development process framework that is use case driven and architecture-centric. It consists of four main phases - inception, elaboration, construction, and transition - with milestones used to transition between phases. The goal is to deliver working software incrementally throughout the project lifetime.
Performance management involves setting clear goals, regular reviews, and ensuring employees understand expectations. It helps drive overall performance through individual development, motivation, and a collaborative environment. Performance management is a strategic process concerned with long-term goals and linking various business aspects. Performance appraisal is more operational and focuses on short-term individual performance and development. Managing poor performance involves identifying issues, determining causes, agreeing on improvement actions, and monitoring progress.
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
The document discusses strategic planning and how companies often fail to implement their strategic plans. It provides examples of how strategic planning is often just a two-day retreat that is quickly forgotten or an edict from leadership that is dismissed. The document then outlines five prerequisites for successful strategic planning: awareness, motivation, ability, opportunity, and feedback/reward. It also discusses the pros and cons of top-down versus bottom-up planning and advocates for a customized integrated approach. Finally, it provides the key components of an effective strategic planning process.
The document discusses institutional supervision and quality assurance. It provides learning objectives for a course on supervision and quality assurance, including defining key terms and understanding the roles and responsibilities of supervisors. It also outlines assessment methods, content on the meaning and goals of supervision, functions of supervisors, factors for effective supervision, and principles and qualities of good supervision. The document emphasizes the importance of supervision in organizations and supporting the development of employees.
Performance management is an ongoing process that aligns employee performance with business goals. It has four key steps: defining goals, planning performance, coaching performance, and reviewing performance. Effective performance management provides employees with direction, benchmarks progress, and builds confidence. Regular feedback is important to motivate employees and address any issues. Formal annual reviews measure what employees have achieved against their goals and assess their behavior and development needs. The goal is to both develop and motivate high performers, as well as address issues with poor performers.
The document discusses delegation theory and how to effectively delegate tasks. It defines delegation as assigning responsibility to another person to carry out specific job duties. The key aspects of delegation theory are agency loss, where an agent's decisions differ from the principal's goals, and information asymmetry, where the agent has more expertise. Effective delegation requires clearly communicating expectations to the agent, providing authority and resources, then monitoring progress while allowing the agent autonomy. Regular check-ins and feedback are important to support the agent and ensure goals are met. Overall, delegation benefits managers by reducing workload and employees by gaining new skills, but it requires trust and clear processes to be successful.
This document provides an overview and summary of a lecture on management. It discusses key topics including:
- Defining management and distinguishing the role of a manager from an individual contributor.
- The important interfaces managers must navigate, such as managing performance, directing others, addressing conflicts, and motivating and developing teams.
- Performance management, including setting objectives, providing feedback, and linking performance to compensation. The importance of setting specific, important, and measurable goals is emphasized.
- Challenges with performance reviews, such as rating biases, and best practices including seeking peer feedback and independent reviews.
The document aims to help participants understand the manager's role and how to effectively manage the performance of others
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Health service Planning, Team work, Delegation and Motivation in Management....MUTESI ISABELLA
Health service management lecture notes , 2 of 9 series for skilling leaders and administrators in healthcare system, these series will help in leadership skills, management skills , team work development, avail healthcare workers with high ethics and team work based approach to work for maximum efficiency
Introduction to management ppt @ bec doms bagalkot mbaBabasab Patil
The document discusses key concepts in management including definitions, characteristics, functions, and skills. It provides definitions of management from various scholars and outlines the main characteristics as a distinct process, organized activity, and group activity. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling. Conceptual, human, and technical skills that managers require are explained. The roles and types of managers are also summarized.
This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.
This document discusses effective supervision skills for improving performance. It covers the following key points in 3 sentences:
Effective supervision involves overseeing, evaluating, and coordinating staff to improve an organization by ensuring standards and objectives are met. Proper supervision requires acquiring skills like pedagogy, evaluation, motivation, reporting, management, interaction, and analysis. The duties of supervisors include mentoring staff, improving competencies, collaborating to improve student learning, relating teaching to goals, and helping teachers with curriculum improvement.
Performance rating is the step in the work measurement in which the analyst observes the worker's performance and records a value representing that performance relative to the analyst's concept of standard performance.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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15. TRIZ Problem-Solving Framework
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2. Intel Confidential2
In Review…
In our last meeting, we discussed Phase IV of the
Management Task Cycle TM
, “Obtaining & Providing
Feedback”
– To help ensure successful Feedback, a manager should:
– Give honest opinions of the work people do
– Let people know how he or she evaluates their work
– Frankly let people know how well they are accomplishing their
goals
– Honestly say what he or she thinks about the group's
performance
What are you doing to reinforce successful
Feedback practices within your own group?
3. Intel Confidential3
Today’s Focus
Having made Goals Clear & Important,
Developed Plans to achieve those goals,
Solved Problems that may arise,
Facilitated the Work Through Others,
and Obtained and Provided
Feedback… lets talk about Exercising
Positive Control
4. Intel Confidential4
Agenda
5 Min Agenda, Intro’s & Inclusion
45 Min Time Emphasis, Control of Details, Goal
Pressure & Delegation
Refresh Key Principles
Review Competencies: Key differences between Basic Advanced Skills
Exercises & Discussion
20 Min Behavior Examples
Review & Discuss
5 Min Wrap Up & Next Steps
5. Intel Confidential5
Before we start, keep this in mind:
Avoid the MTC Control “Bottleneck”!
When managers skip or don’t fully address any of the
MTC steps 1 thru 4, the ensuing problems usually
end up in a bottleneck at step 5 – Exercising Positive
Control
Managers may compensate by suddenly trying to
take strong control
– This approach can be very bad for team morale
– The manager becomes a non-trusted authority figure
– Team members resents the new interference
Avoid the Control
“Bottleneck”
6. Intel Confidential6
Delegation
Goal
Pressure
Control of
Details
Exercising Positive Control
Manager Expectation:
– Communicate importance of deadlines and monitor time
– Keep close supervision of performance and how the work is
done
– Use pressure when appropriate to get results, through strong
emotional statements and reprimanding those who make
mistakes
– Assign responsibility for schedules, procedures and planning
To help Exercise Positive Control, the effective manager
will:
– Take appropriate action when people make mistakes
– Take appropriate action when goals are not met
– Apply appropriate pressure to get results
Time
Emphasis
7. Intel Confidential7
Time Emphasis
Exercising Positive Control*
Management Task Cycle #5*
Communicates importance of deadlines and monitors time. Keeps close supervision of performance and how the work is done. Uses
appropriate forums/mediums to get results. Assigns responsibility for schedules, procedures and planning.
Basic Basic + Intermediate Advanced
Time Emphasis & Control of Details*
Directs employees in determining
delivery date of projects/tasks.
Checks status with employees
frequently. Reminds employees
of upcoming deadlines and
commitments
Works with employee on
determining the deadlines of task.
Regularly scheduled or infrequent
checks on status.
Creates environment of expected
results within deadlines.
Checks progress at mutually agreed
points.
Engages employees in goal setting;
provides broader picture.
Follows through with rewards or
consequences when goals are not
met.
To help ensure successful Time Emphasis, a manager should:
Be sure to remind people about work deadlines
Emphasize the need to get things done when they are promised
Think it is important to meet due dates
Insist that reports are in and the work is finished when it is due
8. Intel Confidential8
What are some of the methods that
you use to enable the “TIME”
emphasis, in exercising positive
control?
Are their any barriers that could
hinder your ability to do this? If so,
what can we do to prevent/prepare?
Discussion
9. Intel Confidential9
Control of Details
To help ensure successful Controlling of Details, a
manager should:
– Keep track of performance on each job
– Work with employees in determining deliverables and due
dates
– Create an environment of expected results within
deadlines
– Engage employees in goal setting
What are some of the methods
that you have leveraged allowing
you to successfully CONTROL DETAILS
without becoming over-controlling?
10. Intel Confidential10
Goal Pressure
Basic Basic + Intermediate Advanced
Goal Pressure*
Creates goal discipline and
responds to changes in goal
targets.
Ensures goals are met through
frequent monitoring of status.
Creates goal discipline with
careful, proactive review of goal
changes with direct reports.
Ensures goals are met through
regularly scheduled review
meetings with employees.
Creates high performance by setting
challenging goal targets for the work
group.
Allows employees to set their own
goals and deliverables; reviews
progress at mutually agreed
checkpoints.
Utilizes transition management
techniques to transition group
through goal target changes,
balancing business requirements and
work life effectiveness needs (group
morale).
Creates high performance by setting
challenging goal targets that
integrate and contribute to broader
Intel objectives.
Employees set own goals and
reviews with manager on as needed
basis only.
Influences organizational transitions
through goal target changes,
balancing business requirements and
work life effectiveness needs
(organization morale)
To help ensure successful Goal Pressure, a manager should:
•Take appropriate action when people make mistakes
•Take appropriate action when goals are not met
•Apply appropriate pressure to get results
11. Intel Confidential11
What are some of the
techniques that you
have applied to ensure
appropriate goal
pressure?
Discussion
12. Intel Confidential12
Basic Basic + Intermediate Advanced
Delegation*
Ensures direct reports regularly
use self directed monitoring
systems e.g., tally sheets and
check lists to regularly check own
progress against benchmarks
Directs people in determining
how to accomplish a task.
Delegates parts of a project or
program. Frequent monitoring of
progress.
Takes responsibility for task.
Shares only basic knowledge
needed to complete the task.
Works with employees to help
them develop and implement self-
directed monitoring systems that
apply to all types of work.
Brainstorms with the process of
completing the task.
Delegates tasks but not authority
to make a decision. Has defined
checkpoints to monitor progress.
Shares bigger goal with
employee. Takes responsibility
for task.
Delegates work according to
capability and capacity, effectively
utilizing ZBB process for workload
leveling.
Reviews the method of task
completion with employee.
Encourages them to look for new
processes.
Delegates important decisions and
tasks, with consistent frequent
follow up.
Shares accountability with
employee.
Delegates according to skill;
delegates as development tool for
support.
Tends to trust people to perform the
task on their own, with leeway on
how to accomplish task/project.
Clearly and comfortably delegates
both routine and important tasks and
decisions. Lets direct reports finish
their own work and report out as
necessary.
Broadly shares both responsibility
and accountability
Delegation
To help ensure successful Delegation, a manager should:
•Have confidence in the ability of the group to do their own planning
•Allow individuals to direct their own activities
•Let people plan their work the way they think best
•Trust group members to take responsibility into their own hands
13. Intel Confidential13
Delegation
How do the following play a role in
Delegation:
–Trust & Respect
–Empowerment
–Authority
–Micromanagement
–Expectations
–Goals
–Communication
–Rewards
–Feedback
14. Intel Confidential14
Exercising Positive Control
Skill Not Present Overuse of Particular Behaviors/Techniques
Doesn’t use goals and objectives to manage self or others
• Not orderly in assigning and measuring work
• Isn’t clear about who is responsible for what
• May be disorganized, just throw tasks at people, or lack goals or
priorities
• May manage time poorly and not get around to managing in an
orderly way
• Doesn’t provide work in progress feedback
• Doesn’t set up benchmarks and ways for people to measure
themselves
Doesn’t believe in or trust delegation
• lacks trust and respect in the talent of direct reports
• does most things by him/herself or hoards, keeps the good stuff for
him/herself
• doesn’t want or know how to empower others
• may delegate but micromanages and looks over shoulders
• might delegate but not pass on the authority
• may lack a plan of how to work through others
• may just throw tasks at people; doesn’t communicate the bigger
picture
• May be overcontrolling
• May look over people’s shoulders
• May prescribe too much and not empower people
• Directs too much and doesn’t empower people
• May over-delegate without providing enough direction or help
• May have unrealistic expectations for direct reports, or may
overstructure tasks and decisions before delegating them to the point of
limiting individual initiative
• May not do enough of the work him/herself
15. Intel Confidential15
Remember:
Avoid the MTC Control “Bottleneck”!
When managers skip or don’t fully address any of the
MTC steps 1 thru 4, the ensuing problems usually
end up in a bottleneck at step 5 – Exercising Positive
Control
Managers may compensate by suddenly trying to
take strong control
– This approach can be very bad for team morale
– The manager becomes a non-trusted authority figure
– Team members resents the new interference
Avoid the MTC Control “Bottleneck,”
Control could become Negative,
not Positive!