Multi-Generational Family Business: The 4 Stages of Leaving Normal
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Sam is generally a warm family man, but can sometimes take a vicious approach as a "pit bull" during adversarial negotiations. He learned this competitive behavior from observing his own father James, who always had to win and would aggressively confront anyone who disagreed or crossed him. As a consultant brought in to help the organization, it was obvious this type of combative behavior was considered normal within their culture.
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The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
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Multi-Generational Family Business: The 4 Stages of Leaving Normal
- 2. For all intents and purposes, Sam is a smart, upbeat and warm family man in his mid-fifties. Anyone who is around him for a few minutes can see that he truly loves people. @TheDovBaron
- 3. @TheDovBaron However, there is another facet to Samuel. He can sometimes be a vicious pit bull in an adversarial negotiation. The slightest show of weakness and he locks on with an iron grip. Heaven helps the person who gets the worst of his pit bull side.
- 4. We’ve identified 100 key factors and steps to help you determine the Matrix of your Authenticity as a Leader. AUTHENTIC LEADERSHIP MATRIX Click here
- 5. @TheDovBaron It came from what Sam learned was “normal” business behavior from his own father, James. Even though James could be, like his son, warm and even kind, it was always obvious that he had to win.
- 6. From his dad’s behavior, Sam learned that being a pit bull, sinking your teeth into anyone who crosses you, is “normal.” @TheDovBaron
- 7. However, as a consultant brought in to assist the organization in developing strategic communication skills for a stronger corporate culture, we were standing on the outside of their “normal” and something was glaringly obvious. @TheDovBaron
- 8. When they disagreed (even over the smallest thing), James would go after his son with the same ferociously as he would a perceived competitor. @TheDovBaron
- 9. To help you see what you might have been normalizing, I’d like to segue to the four psychological stages of what used to be called “Battered Woman Syndrome.” @TheDovBaron
- 10. In this eCourse, Dov shares how to develop Fiercely Loyal Employees by focusing on Get $50 OFF the course as a “thank you gift” with the link below. Go to Course AUTHENTIC LEADERSHIP IN ACTION
- 11. Read the full article: link
- 12. I eagerly anticipate your feedback and comments. With gratitude, Dov Baron fullmontyleadership.com