This document discusses stress, its causes, symptoms, impacts, and management. It defines stress as the body's nonspecific response to any demand placed upon it. Stress can be good in moderate amounts by increasing performance, but excessive stress leads to problems. Common stressors include work, relationships, health, and lack of free time. Physical signs of stress include increased heart rate, headaches, and changes in eating or sleeping. Mental signs are anxiety, depression, and lowered self-esteem. Managing stress involves techniques like time management, exercise, deep breathing, hobbies, and seeking organizational support through flexible hours or training.
Conflict arises when one party feels another has negatively affected something they care about. There are different views on conflict's role in business, from it being seen as always bad, to sometimes functional. Conflict can be task, process, or relationship-based. It progresses through potential opposition, cognition, behavior, and outcomes. Methods for resolving conflict include passive avoidance, win-win solutions, structured problem-solving, confrontation, choosing a winner, alternatives, and prevention. No single method is best for all situations.
More students are failing courses this year compared to last year at UNITAR. Teachers blame students for being lazy and stupid, while students say courses are too boring and difficult. The document discusses problem solving tools like the Six Thinking Hats method that can help stakeholders identify barriers, analyze the problem from different perspectives, and develop creative solutions to address why more students are failing.
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Kepner-Tregoe is a management consulting firm founded by Charles Kepner and Benjamin Tregoe that developed a framework of nine "driving forces" that influence businesses. These driving forces include products/services offered, markets served, low-cost production, operations capability, method of sale/distribution, technology, natural resources, and return/profit. The driving force analysis examines how these factors determine a business's current focus and future opportunities.
This document discusses stress, its causes, symptoms, impacts, and management. It defines stress as the body's nonspecific response to any demand placed upon it. Stress can be good in moderate amounts by increasing performance, but excessive stress leads to problems. Common stressors include work, relationships, health, and lack of free time. Physical signs of stress include increased heart rate, headaches, and changes in eating or sleeping. Mental signs are anxiety, depression, and lowered self-esteem. Managing stress involves techniques like time management, exercise, deep breathing, hobbies, and seeking organizational support through flexible hours or training.
Conflict arises when one party feels another has negatively affected something they care about. There are different views on conflict's role in business, from it being seen as always bad, to sometimes functional. Conflict can be task, process, or relationship-based. It progresses through potential opposition, cognition, behavior, and outcomes. Methods for resolving conflict include passive avoidance, win-win solutions, structured problem-solving, confrontation, choosing a winner, alternatives, and prevention. No single method is best for all situations.
More students are failing courses this year compared to last year at UNITAR. Teachers blame students for being lazy and stupid, while students say courses are too boring and difficult. The document discusses problem solving tools like the Six Thinking Hats method that can help stakeholders identify barriers, analyze the problem from different perspectives, and develop creative solutions to address why more students are failing.
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Kepner-Tregoe is a management consulting firm founded by Charles Kepner and Benjamin Tregoe that developed a framework of nine "driving forces" that influence businesses. These driving forces include products/services offered, markets served, low-cost production, operations capability, method of sale/distribution, technology, natural resources, and return/profit. The driving force analysis examines how these factors determine a business's current focus and future opportunities.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses time management strategies. It emphasizes that the most important aspects of time management are prioritizing tasks, creating to-do lists, and maximizing efficiency. Specific tips include using the 80/20 rule to focus on the most important 20% of tasks, distinguishing between urgent and important tasks, taking short breaks to avoid stress, planning each day in advance, and learning to say no. The document stresses that proper time management allows people to focus on their priorities and live intentionally without regrets.
This document discusses how to maintain a positive attitude and thrive in challenging work environments. It provides tips for changing your attitude, thinking, and behaviors in positive ways. This includes taking responsibility for your mindset, observing your thoughts logically, choosing responsible behaviors over reactive ones, and adding positive contributions like keeping promises and cultivating humor. The overall message is that you have a choice to view challenges optimistically and influence your environment with positivity from the inside out through your mindset and actions.
The document provides tips for staying positive in a tough work environment. It discusses negative influences like poor management, unrealistic deadlines, and job insecurity that can lead to a negative outlook. It encourages the reader to change their attitude, thinking, and behavior from the inside out by choosing to be positive, assessing situations logically, and adopting positive behaviors like saying thank you and focusing on daily good. Making a conscious choice to live positively can help overcome challenges posed by one's environment or past experiences.
This document summarizes a chapter from a book on quality and human resources. It discusses several key topics:
- Chapter 1 discusses the importance of aligning human resources strategies and policies with organizational strategies. This includes identifying skills needs, recruitment and selection standards, appraisals, benefits, training, and reporting to senior leadership.
- Chapter 2 covers selection and recruitment processes like setting job descriptions focused on responsibilities, training managers in selection techniques, aligning jobs and competencies to skills, and ensuring compliance with employment laws.
- Chapter 3 summarizes the employee appraisal process of setting individual, team and corporate goals and conducting annual interviews to assess performance and set new objectives with development plans.
- Chapter 4 emphasizes
The document discusses different theories of leadership including trait theory, behavioral theory, contingency theory, and path-goal theory. It then provides examples of leadership in different organizations, including the Salvation Army, ANZ Bank, and Woolworths:
- The Salvation Army follows a top-down structure but aims to assist all people in need regardless of attributes. Effective leadership requires vision, allowing mistakes, and developing staff potential.
- ANZ Bank's leadership team consists of middle-aged white men. Selection criteria focus on traits and behaviors. The GM of People Capital follows path-goal theory with an achievement-oriented approach.
- Woolworths emphasizes intrinsic motivation and empowering/mentoring individuals, viewing
This document discusses various techniques for motivating employees, including setting specific and measurable goals, providing regular feedback and rewards for good performance, giving employees autonomy and responsibility, showing appreciation, and ensuring work is meaningful and provides opportunities for growth. It emphasizes that different employees have different needs and motivations, so managers should understand individual employees and provide an environment where they can succeed and feel valued. Punishment is discouraged as a demotivating approach that does not encourage better performance.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses time management strategies. It emphasizes that the most important aspects of time management are prioritizing tasks, creating to-do lists, and maximizing efficiency. Specific tips include using the 80/20 rule to focus on the most important 20% of tasks, distinguishing between urgent and important tasks, taking short breaks to avoid stress, planning each day in advance, and learning to say no. The document stresses that proper time management allows people to focus on their priorities and live intentionally without regrets.
This document discusses how to maintain a positive attitude and thrive in challenging work environments. It provides tips for changing your attitude, thinking, and behaviors in positive ways. This includes taking responsibility for your mindset, observing your thoughts logically, choosing responsible behaviors over reactive ones, and adding positive contributions like keeping promises and cultivating humor. The overall message is that you have a choice to view challenges optimistically and influence your environment with positivity from the inside out through your mindset and actions.
The document provides tips for staying positive in a tough work environment. It discusses negative influences like poor management, unrealistic deadlines, and job insecurity that can lead to a negative outlook. It encourages the reader to change their attitude, thinking, and behavior from the inside out by choosing to be positive, assessing situations logically, and adopting positive behaviors like saying thank you and focusing on daily good. Making a conscious choice to live positively can help overcome challenges posed by one's environment or past experiences.
This document summarizes a chapter from a book on quality and human resources. It discusses several key topics:
- Chapter 1 discusses the importance of aligning human resources strategies and policies with organizational strategies. This includes identifying skills needs, recruitment and selection standards, appraisals, benefits, training, and reporting to senior leadership.
- Chapter 2 covers selection and recruitment processes like setting job descriptions focused on responsibilities, training managers in selection techniques, aligning jobs and competencies to skills, and ensuring compliance with employment laws.
- Chapter 3 summarizes the employee appraisal process of setting individual, team and corporate goals and conducting annual interviews to assess performance and set new objectives with development plans.
- Chapter 4 emphasizes
The document discusses different theories of leadership including trait theory, behavioral theory, contingency theory, and path-goal theory. It then provides examples of leadership in different organizations, including the Salvation Army, ANZ Bank, and Woolworths:
- The Salvation Army follows a top-down structure but aims to assist all people in need regardless of attributes. Effective leadership requires vision, allowing mistakes, and developing staff potential.
- ANZ Bank's leadership team consists of middle-aged white men. Selection criteria focus on traits and behaviors. The GM of People Capital follows path-goal theory with an achievement-oriented approach.
- Woolworths emphasizes intrinsic motivation and empowering/mentoring individuals, viewing
This document discusses various techniques for motivating employees, including setting specific and measurable goals, providing regular feedback and rewards for good performance, giving employees autonomy and responsibility, showing appreciation, and ensuring work is meaningful and provides opportunities for growth. It emphasizes that different employees have different needs and motivations, so managers should understand individual employees and provide an environment where they can succeed and feel valued. Punishment is discouraged as a demotivating approach that does not encourage better performance.
Smartbiz_He thong MES nganh may mac_2024juneSmartBiz
Cách Hệ thống MES giúp tối ưu Quản lý Sản xuất trong ngành May mặc như thế nào?
Ngành may mặc, với đặc thù luôn thay đổi theo xu hướng thị trường và đòi hỏi cao về chất lượng, đang ngày càng cần những giải pháp công nghệ tiên tiến để duy trì sự cạnh tranh. Bạn đã bao giờ tự hỏi làm thế nào mà những thương hiệu hàng đầu có thể sản xuất hàng triệu sản phẩm với độ chính xác gần như tuyệt đối và thời gian giao hàng nhanh chóng? Bí mật nằm ở hệ thống Quản lý Sản xuất (MES - Manufacturing Execution System).
Hãy cùng khám phá cách hệ thống MES đang cách mạng hóa ngành may mặc và mang lại những lợi ích vượt trội như thế nào.
Văn 7. Truyện ngụ ngôn Rùa và thỏ+ Viết PT nhân vật.docx
Phu nu va cac van de
1.
2. Lời than vãn của phụ nữLời than vãn của phụ nữ (1/3)(1/3)
• Những người đàn ông tốt lại thường xấu xí.Những người đàn ông tốt lại thường xấu xí.
• Còn những người đàn ông đẹp trai thì lạiCòn những người đàn ông đẹp trai thì lại
thường không tốt.thường không tốt.
• Những người đàn ông vừa đẹp trai lại vừaNhững người đàn ông vừa đẹp trai lại vừa
tốt thường là kẻ đồng tính.tốt thường là kẻ đồng tính.
• Còn những người đàn ông vừa đẹp trai, lạiCòn những người đàn ông vừa đẹp trai, lại
vừa tốt, không phải là kẻ đồng tính thìvừa tốt, không phải là kẻ đồng tính thì
thường đã cưới vợ mất rồi.thường đã cưới vợ mất rồi.
3. Lời than vãn của phụ nữLời than vãn của phụ nữ (2/3)(2/3)
• Những người đàn ông không đẹp trai lắm,Những người đàn ông không đẹp trai lắm,
nhưng là người tốt thì lại thường không có tiền.nhưng là người tốt thì lại thường không có tiền.
• Nhưng những người đàn ông không đẹp traiNhưng những người đàn ông không đẹp trai
lắm, nhưng là người tốt và có tiền thì lạilắm, nhưng là người tốt và có tiền thì lại
thường nghĩ rằng phụ nữ theo đuổi họ chỉ vìthường nghĩ rằng phụ nữ theo đuổi họ chỉ vì
tiền bạc.tiền bạc.
• Những người đàn ông đẹp trai, không có tiềnNhững người đàn ông đẹp trai, không có tiền
bạc chỉ theo đuổi phụ nữ chỉ là để "đào mỏ“.bạc chỉ theo đuổi phụ nữ chỉ là để "đào mỏ“.
4. Lời than vãn của phụ nữLời than vãn của phụ nữ (3/3)(3/3)
• Những người đàn ông đẹp trai, mà không tốt lắm, khôngNhững người đàn ông đẹp trai, mà không tốt lắm, không
phải là người đồng tính, thì lại không nghĩ rằng phụ nữ làphải là người đồng tính, thì lại không nghĩ rằng phụ nữ là
người đẹp.người đẹp.
• Những người đàn ông nghĩ rằng chúng ta đẹp, lại không làNhững người đàn ông nghĩ rằng chúng ta đẹp, lại không là
người đồng tính, cũng có thể hơi tốt và có tiền, lại thường làngười đồng tính, cũng có thể hơi tốt và có tiền, lại thường là
những kẻ nhát gan, sợ phụ nữ.những kẻ nhát gan, sợ phụ nữ.
• Những người đàn ông hơi đẹp trai, hơi tốt và có một số tiềnNhững người đàn ông hơi đẹp trai, hơi tốt và có một số tiền
nào đó và cảm ơn Chúa họ không đồng tính, thì thường rấtnào đó và cảm ơn Chúa họ không đồng tính, thì thường rất
nhút nhát và không bao giờ đi bước đầu tiên.nhút nhát và không bao giờ đi bước đầu tiên.
• Nhưng những người đàn ông mạnh bạo đi bước đầu tiên, thìNhưng những người đàn ông mạnh bạo đi bước đầu tiên, thì
khi phụ nữ khởi động họ lại hết hứng...khi phụ nữ khởi động họ lại hết hứng...
Ôi, thời nay chọn lựa đàn ông cho hợp sao mà phức tạp...Ôi, thời nay chọn lựa đàn ông cho hợp sao mà phức tạp...