Power is the ability to influence others to get something done. There are various sources of power including expert power from special skills/knowledge, reward power from controlling rewards, coercive power from fear of punishment, and referent power from identification with someone. Politics focuses on using power for self-serving decisions rather than organizational goals. Factors influencing politics include individual traits and organizational factors like unclear performance evaluations. Political tactics include attacking others, creating a favorable image, developing support, appeals, consultation, exchange, coalitions, and pressure. Employees may respond to politics with increased stress, lower job satisfaction, higher turnover, and reduced performance.
Donna Walters provides her contact information and summaries her education and experience which includes a focus on operational efficiency, business analysis, and community outreach. She outlines a strategic gameplan for a membership team involving research, gaining buy-in, implementation, and planning for sustainable success. Samples of her work are also included which relate to leadership development, compensation administration, and collaboration tools.
Donna Walters has experience in operational efficiency, business analysis, and community outreach. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration. Her work sample outlines a strategic gameplan for a membership team focused on research, gaining buy-in, implementation, and planning for sustainable success through leadership development, financial health, and effective communication. She provides her contact information and lists relevant experience, education, industries, and specialties.
Martha Bacon is a business administrator and benefits coordinator with over 15 years of experience in human resources, accounting, management, and supervision. She has a bachelor's degree in organizational leadership from Wittenberg University and is skilled in personnel management, payroll administration, employee relations, and legal compliance. Her most recent role was as Business Administrator for the Champaign County Department of Job and Family Services, where she managed a $3 million budget and oversaw fiscal operations.
Donna Walters provides human capital utilization consulting services. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration from UMass Amherst. Her specialties include operational efficiency, business analysis, grant writing, leadership development, and small business administration. A sample work project involves developing a strategic plan and implementation timeline to update membership criteria and policies for a cooperative business.
This document discusses different models of grantmaking strategies that foundations can employ, including responsive, strategic, proactive, collaborative, and initiative strategies. It provides examples of each model and explains that foundations can overlap or combine multiple strategies. The document also emphasizes that foundation strategy is a framework for decision-making focused on the external context and intended outcomes, rather than being a rigid plan. It is not linear, does not imply total control, and should leverage the foundation's own expertise and resources rather than trying to control all factors.
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
Power is the ability to influence others to get something done. There are various sources of power including expert power from special skills/knowledge, reward power from controlling rewards, coercive power from fear of punishment, and referent power from identification with someone. Politics focuses on using power for self-serving decisions rather than organizational goals. Factors influencing politics include individual traits and organizational factors like unclear performance evaluations. Political tactics include attacking others, creating a favorable image, developing support, appeals, consultation, exchange, coalitions, and pressure. Employees may respond to politics with increased stress, lower job satisfaction, higher turnover, and reduced performance.
Donna Walters provides her contact information and summaries her education and experience which includes a focus on operational efficiency, business analysis, and community outreach. She outlines a strategic gameplan for a membership team involving research, gaining buy-in, implementation, and planning for sustainable success. Samples of her work are also included which relate to leadership development, compensation administration, and collaboration tools.
Donna Walters has experience in operational efficiency, business analysis, and community outreach. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration. Her work sample outlines a strategic gameplan for a membership team focused on research, gaining buy-in, implementation, and planning for sustainable success through leadership development, financial health, and effective communication. She provides her contact information and lists relevant experience, education, industries, and specialties.
Martha Bacon is a business administrator and benefits coordinator with over 15 years of experience in human resources, accounting, management, and supervision. She has a bachelor's degree in organizational leadership from Wittenberg University and is skilled in personnel management, payroll administration, employee relations, and legal compliance. Her most recent role was as Business Administrator for the Champaign County Department of Job and Family Services, where she managed a $3 million budget and oversaw fiscal operations.
Donna Walters provides human capital utilization consulting services. She has a Master's in Leadership from Northeastern University and a Bachelor's in Business Administration from UMass Amherst. Her specialties include operational efficiency, business analysis, grant writing, leadership development, and small business administration. A sample work project involves developing a strategic plan and implementation timeline to update membership criteria and policies for a cooperative business.
This document discusses different models of grantmaking strategies that foundations can employ, including responsive, strategic, proactive, collaborative, and initiative strategies. It provides examples of each model and explains that foundations can overlap or combine multiple strategies. The document also emphasizes that foundation strategy is a framework for decision-making focused on the external context and intended outcomes, rather than being a rigid plan. It is not linear, does not imply total control, and should leverage the foundation's own expertise and resources rather than trying to control all factors.
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
High impact performers exhibit initiative by going above and beyond, offering bold ideas, and seeking critical tasks. They execute well by setting priorities from organizational goals, being action-oriented and decisive, and ensuring follow-through. Additionally, they build strong networks through developing relationships, sharing information, and staying plugged into knowledge. In contrast, average performers do what is required but allow barriers to inhibit extra effort, focus on accomplishing tasks rather than goals, and focus on being informed rather than sharing information.
This document lists various topics related to organizational management and development including needs assessments, strategic planning, coalition building, grant research, leadership development, governance, change management, executive coaching, business continuity planning, policy, community outreach, business networking, succession planning, and performance measurement.
This document profiles an operations and continuous improvement leader. It highlights their analytical, restorative, responsibility, developer, and individualization strengths based on a self-assessment. These strengths will help analyze processes, innovatively redesign systems, develop high-performing teams, and ensure accountability. The leader focuses on improving business performance through lean six sigma methods and personal and professional development.
The document discusses leadership and the differences between managers and leaders. It provides information on:
1) Managers focus on processes like planning, organizing, and controlling, while leaders focus on inspiring and motivating people to accomplish goals.
2) Effective leadership requires creating a vision and momentum for change, building credibility, and learning how to influence others.
3) New leaders must learn quickly, establish relationships, and manage expectations, while avoiding traps like isolation and being captured by the wrong influences.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules/processes are followed and leaders empowering and motivating others.
- Different leadership styles including delegating, participating, selling, and telling that vary based on the relationship with and tasks given to followers.
- Traits of successful leaders including intelligence, personality, initiative, and adaptability.
- The importance for new leaders to learn quickly, build relationships
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules are followed and leaders shaping the vision and strategy.
- Different leadership styles including delegating, participating, selling, and telling based on the level of direction and relationship with followers.
- The importance for new leaders to learn quickly, build new relationships, and manage expectations during the transition period.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on planning, organizing, directing work, and controlling, while leaders focus more on inspiring and motivating people.
- The different leadership styles including delegating, participating, selling, and telling.
- The core tasks of new leaders in creating momentum through developing a vision, building credibility, and learning how to influence and motivate others.
- Techniques leaders can use to create momentum including securing early wins, modifying culture, and coalition building to support their vision and goals.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules are followed and leaders shaping the vision and strategy.
- Different leadership styles including delegating, participating, selling, and telling based on the level of direction and relationship with followers.
- The importance for new leaders to learn quickly, build new relationships, and manage expectations during the transition period.
The document discusses leadership and the differences between managers and leaders. It provides information on:
1) Managers focus on processes like planning, organizing, and controlling, while leaders focus on inspiring and motivating people to accomplish goals.
2) Effective leadership requires creating a vision and momentum for change, building credibility, and learning how to influence others.
3) New leaders must learn quickly, establish relationships, and balance high expectations with personal well-being to avoid common traps like isolation or being captured by the wrong influences.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules/processes are followed and leaders empowering and motivating others.
- Different leadership styles including delegating, participating, selling, and telling that vary based on the relationship with and tasks given to subordinates.
- Core tasks of new leaders to create momentum through developing a vision, building credibility, securing early wins, and learning leadership technologies like visioning and coalition building
This document discusses leadership and the differences between managers and leaders. It provides 3 key points:
1) Leadership is about influencing and inspiring people, while management focuses more on planning, organizing, and controlling tasks. Leaders set a vision and strategy, while managers ensure goals and steps are being followed.
2) There are different types of leaders, defined by how they achieved their position, personality traits, moral example, or power and ability. Effective leadership also requires traits like intelligence, personality, and adaptability.
3) For new leaders, it is important to quickly learn about their organization, secure some early wins, and build credibility and momentum through an accessible leadership style. They must also avoid common traps like isolation
This document discusses leadership and the differences between managers and leaders. It provides 3 key points:
1) Leadership is about influencing and inspiring people, while management focuses more on planning, organizing, and controlling tasks. Leaders set a vision and strategy, while managers ensure goals and steps are being followed.
2) There are different types of leaders defined by how they achieved their position, personality traits, moral example, or power/abilities. Effective leadership also requires traits like intelligence, personality, and physical presence.
3) When transitioning to a new leadership role, it is important to quickly learn about the organization, secure some early wins, establish credibility, and build momentum for change through vision, short-term goals
This document discusses engaging a multigenerational workforce by addressing different generational values and reducing employee turnover. It notes that employee turnover costs 1.5-3 times an employee's salary and that 72% of US employees are disengaged. Different generations have different work values and communication styles that employers must understand. The document suggests performance coaching instead of evaluations and increasing millennial engagement through stretch assignments, mentoring programs, and community service initiatives.
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, leveraging strengths, and working with non-profits, government, and businesses.
McCraine Associates is a leadership development firm that prepares future leaders for key executive roles. They work with both individual leaders and businesses. For businesses, they provide training, facilitation and group coaching to groom emerging leaders. Their statistics show that most businesses do not adequately plan for leadership succession and development, which can negatively impact financial performance. McCraine defines objectives, does discovery on client needs, designs and implements customized solutions, and provides ongoing coaching and feedback to help clients reach their goals of developing strong, effective leaders.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
The document discusses factors for assessing organizational capacity for gender equality and categorizes organizations into four types: gender-blind, gender-aware, gender-aware and redistributive, and gender-redistributive. It provides examples of appropriate objectives for each type of organization to progress towards greater gender equality. It also lists types of quantitative and qualitative baseline data that can be collected to assess an organization's current status with respect to gender equality.
Leadership involves guiding and influencing people to achieve desired goals and results through various means such as inspiring, motivating, and empowering others. There are different types of leaders defined by their position, personality, power, or ability. While managers focus on planning, organizing, directing, and controlling tasks, leaders focus more on influencing and inspiring people. Effective new leaders take time to learn, communicate their vision, build credibility and momentum through early wins, and manage themselves by defining their leadership style and seeking advice.
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging organizational strengths.
This document discusses leadership and the differences between managers and leaders. It provides examples of common leadership activities like planning, organizing, directing work, and controlling. It also lists traits of successful leaders such as intelligence, knowledge, personality, honesty and ambition. The document concludes with advice for new leaders, noting challenges like establishing relationships quickly and managing expectations, as well as potential traps to avoid like isolation and taking on too much responsibility.
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
1) The document outlines the scope and activities for the 33 sessions of the Semester II Human Resource Management course, including lectures, case discussions, exercises, presentations, and a live project.
2) Students are instructed to keep a dedicated notebook, share new vocabulary words, read assigned chapters, and follow HR news.
3) The document then provides an overview of what human resource management is, the role of HR executives, common HR functions, challenges faced in HRM, qualities of effective HR professionals, and the impact of globalization on HR practices.
High impact performers exhibit initiative by going above and beyond, offering bold ideas, and seeking critical tasks. They execute well by setting priorities from organizational goals, being action-oriented and decisive, and ensuring follow-through. Additionally, they build strong networks through developing relationships, sharing information, and staying plugged into knowledge. In contrast, average performers do what is required but allow barriers to inhibit extra effort, focus on accomplishing tasks rather than goals, and focus on being informed rather than sharing information.
This document lists various topics related to organizational management and development including needs assessments, strategic planning, coalition building, grant research, leadership development, governance, change management, executive coaching, business continuity planning, policy, community outreach, business networking, succession planning, and performance measurement.
This document profiles an operations and continuous improvement leader. It highlights their analytical, restorative, responsibility, developer, and individualization strengths based on a self-assessment. These strengths will help analyze processes, innovatively redesign systems, develop high-performing teams, and ensure accountability. The leader focuses on improving business performance through lean six sigma methods and personal and professional development.
The document discusses leadership and the differences between managers and leaders. It provides information on:
1) Managers focus on processes like planning, organizing, and controlling, while leaders focus on inspiring and motivating people to accomplish goals.
2) Effective leadership requires creating a vision and momentum for change, building credibility, and learning how to influence others.
3) New leaders must learn quickly, establish relationships, and manage expectations, while avoiding traps like isolation and being captured by the wrong influences.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules/processes are followed and leaders empowering and motivating others.
- Different leadership styles including delegating, participating, selling, and telling that vary based on the relationship with and tasks given to followers.
- Traits of successful leaders including intelligence, personality, initiative, and adaptability.
- The importance for new leaders to learn quickly, build relationships
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules are followed and leaders shaping the vision and strategy.
- Different leadership styles including delegating, participating, selling, and telling based on the level of direction and relationship with followers.
- The importance for new leaders to learn quickly, build new relationships, and manage expectations during the transition period.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on planning, organizing, directing work, and controlling, while leaders focus more on inspiring and motivating people.
- The different leadership styles including delegating, participating, selling, and telling.
- The core tasks of new leaders in creating momentum through developing a vision, building credibility, and learning how to influence and motivate others.
- Techniques leaders can use to create momentum including securing early wins, modifying culture, and coalition building to support their vision and goals.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules are followed and leaders shaping the vision and strategy.
- Different leadership styles including delegating, participating, selling, and telling based on the level of direction and relationship with followers.
- The importance for new leaders to learn quickly, build new relationships, and manage expectations during the transition period.
The document discusses leadership and the differences between managers and leaders. It provides information on:
1) Managers focus on processes like planning, organizing, and controlling, while leaders focus on inspiring and motivating people to accomplish goals.
2) Effective leadership requires creating a vision and momentum for change, building credibility, and learning how to influence others.
3) New leaders must learn quickly, establish relationships, and balance high expectations with personal well-being to avoid common traps like isolation or being captured by the wrong influences.
The document discusses leadership and the differences between managers and leaders. It provides details on:
- The key roles of managers as focusing on processes and ensuring things are done correctly, while leaders focus on inspiring and motivating people.
- Common activities of planning, organizing, directing and controlling that both managers and leaders undertake, but with managers ensuring rules/processes are followed and leaders empowering and motivating others.
- Different leadership styles including delegating, participating, selling, and telling that vary based on the relationship with and tasks given to subordinates.
- Core tasks of new leaders to create momentum through developing a vision, building credibility, securing early wins, and learning leadership technologies like visioning and coalition building
This document discusses leadership and the differences between managers and leaders. It provides 3 key points:
1) Leadership is about influencing and inspiring people, while management focuses more on planning, organizing, and controlling tasks. Leaders set a vision and strategy, while managers ensure goals and steps are being followed.
2) There are different types of leaders, defined by how they achieved their position, personality traits, moral example, or power and ability. Effective leadership also requires traits like intelligence, personality, and adaptability.
3) For new leaders, it is important to quickly learn about their organization, secure some early wins, and build credibility and momentum through an accessible leadership style. They must also avoid common traps like isolation
This document discusses leadership and the differences between managers and leaders. It provides 3 key points:
1) Leadership is about influencing and inspiring people, while management focuses more on planning, organizing, and controlling tasks. Leaders set a vision and strategy, while managers ensure goals and steps are being followed.
2) There are different types of leaders defined by how they achieved their position, personality traits, moral example, or power/abilities. Effective leadership also requires traits like intelligence, personality, and physical presence.
3) When transitioning to a new leadership role, it is important to quickly learn about the organization, secure some early wins, establish credibility, and build momentum for change through vision, short-term goals
This document discusses engaging a multigenerational workforce by addressing different generational values and reducing employee turnover. It notes that employee turnover costs 1.5-3 times an employee's salary and that 72% of US employees are disengaged. Different generations have different work values and communication styles that employers must understand. The document suggests performance coaching instead of evaluations and increasing millennial engagement through stretch assignments, mentoring programs, and community service initiatives.
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, leveraging strengths, and working with non-profits, government, and businesses.
McCraine Associates is a leadership development firm that prepares future leaders for key executive roles. They work with both individual leaders and businesses. For businesses, they provide training, facilitation and group coaching to groom emerging leaders. Their statistics show that most businesses do not adequately plan for leadership succession and development, which can negatively impact financial performance. McCraine defines objectives, does discovery on client needs, designs and implements customized solutions, and provides ongoing coaching and feedback to help clients reach their goals of developing strong, effective leaders.
Capacity building refers to actions that strengthen an organization's ability to achieve its mission effectively. It benefits organizations by increasing sustainability, efficiency, and effectiveness, and benefits those served by improving program effectiveness and outcomes. Capacity building includes strategic planning, leadership development, organizational development, program development, fundraising strategies, and community engagement. Evaluation evidence shows that capacity building improves organizations' abilities to achieve their missions, and greater support through workshops, technical assistance, and funding leads to larger capacity gains.
The document discusses factors for assessing organizational capacity for gender equality and categorizes organizations into four types: gender-blind, gender-aware, gender-aware and redistributive, and gender-redistributive. It provides examples of appropriate objectives for each type of organization to progress towards greater gender equality. It also lists types of quantitative and qualitative baseline data that can be collected to assess an organization's current status with respect to gender equality.
Leadership involves guiding and influencing people to achieve desired goals and results through various means such as inspiring, motivating, and empowering others. There are different types of leaders defined by their position, personality, power, or ability. While managers focus on planning, organizing, directing, and controlling tasks, leaders focus more on influencing and inspiring people. Effective new leaders take time to learn, communicate their vision, build credibility and momentum through early wins, and manage themselves by defining their leadership style and seeking advice.
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging organizational strengths.
This document discusses leadership and the differences between managers and leaders. It provides examples of common leadership activities like planning, organizing, directing work, and controlling. It also lists traits of successful leaders such as intelligence, knowledge, personality, honesty and ambition. The document concludes with advice for new leaders, noting challenges like establishing relationships quickly and managing expectations, as well as potential traps to avoid like isolation and taking on too much responsibility.
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
1) The document outlines the scope and activities for the 33 sessions of the Semester II Human Resource Management course, including lectures, case discussions, exercises, presentations, and a live project.
2) Students are instructed to keep a dedicated notebook, share new vocabulary words, read assigned chapters, and follow HR news.
3) The document then provides an overview of what human resource management is, the role of HR executives, common HR functions, challenges faced in HRM, qualities of effective HR professionals, and the impact of globalization on HR practices.
1. The document outlines the scope and activities for the 33 sessions in the Semester II Human Resource Management course, including lectures, case discussions, exercises, presentations, and a live project.
2. Students are instructed to keep a dedicated notebook, share new vocabulary words, read assigned chapters, and follow HR news.
3. The document then provides an overview of what HR is, the role of HR executives, common HR functions, challenges faced in HR management, qualities of effective HR professionals, and the impact of globalization on HR practices.
This document discusses various topics related to organizational change and power dynamics. It describes four types of change agents, three common roles they take on, and 10 characteristics of successful change. It also lists four common reasons why change efforts fail and five sources of power within organizations. Throughout, it provides definitions and explanations of key change management and power/politics-related concepts.
The document discusses future metrics for measuring the impact and effectiveness of HR. It begins by outlining three levels of metrics: efficiency, effectiveness, and impact. Efficiency measures resources and investments, effectiveness examines policies and practices, and impact evaluates the link between human capital and business success.
It then examines the changing role of HR from administrative expert to strategic partner. While more HR professionals see themselves as strategic partners, time spent on strategic activities has not increased. The document also reviews internal and external benchmarks for measuring HR. Finally, it emphasizes the need to demonstrate how HR drives business performance through impact metrics that link human capital to value creation.
HR Summit and Expo Africa 2015 - Assessments for high performance workforceThe HR Observer
Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development.
Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.
AAA S. Burgor Resume October 2015 HR-SHORTENED Stephen Burgor
Stephen Burgor is seeking a human resource generalist position or eventual HR manager role based on his recent master's degree certification in human resources. He has over 15 years of experience in education and has developed transferable skills in areas relevant to HR like training, development, and organization through both teaching and online facilitation roles. His resume outlines expertise in various HR functional areas developed through related experience and a Society of Human Resources Management certification.
This document outlines Shauna Houston's approach to building capacity for mental and emotional wellbeing through the CLEAR Project. The approach includes providing skills training and learning opportunities, improving organizational structures through standards development, and facilitating partnership and investment opportunities. The goals are to increase individuals' health literacy and skills, strengthen organizations, and foster supportive communities. Evaluation of the outcomes suggests this multi-pronged approach can effectively build capacity for mental health and wellbeing.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses the changing role of HR in business from a traditional personnel management role to strategic partner, change agent, employee champion, and administrative expert. It outlines the four main roles of HR in business and lists some key focus areas, success factors, and trends for HR, including managing different generations, retaining talent and critical knowledge, and addressing top concerns like attracting and retaining talent and managing healthcare costs.
International Human Resource Management involves coordinating HR functions across country operations and types of employees. Key challenges include high expat failure rates, developing talent for global roles, and addressing cultural and regulatory differences between locations. Effective IHRM requires considering stakeholder interests, strategic business needs, and societal factors in each country when making HR policy choices.
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
Leadership & advocacy in volunteer programsAnthony McAdoo
Slides for a workshop that I presented on March 29, 2011 to volunteer coordinators in Little Rock, AR as part of their preparation to sit for the CVA exam.
This document appears to be a resume for Jennifer A. Geygan, who has experience transforming corporate cultures and leading employee engagement initiatives at large financial institutions. The resume outlines her expertise, career achievements, awards, professional experience including roles at AIG, Citigroup and Bank of America, education, references, testimonials, and questions she is prepared to ask in interviews.
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
- 5 best practices to unlock the hidden value in your emerging leaders
- The business impact of investing in your current talent
- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
C. Tiffany Phillips-Kromah is applying for a job opening and summarizing her experience and qualifications. She has over 5 years of experience as a U.S. government specialist, where she investigated discrimination cases and negotiated settlements totaling over $5 million. She holds a B.S. in Business and M.A. in Management, and has received two Secretary's Exceptional Achievement Awards for her work resolving discrimination cases.
Presentation by the OECD on "Employee Engagement: Enhancing Innovation and Pr...OECD Governance
This presentation by Beatrix Behrens, OECD, on "Employee Engagement: Enhancing Innovation and Productivity through innovative HRM" was made at the meeting of the OECD Working Party on Public Employment and Management on 20-21 April 2015.
For further on information on the OECD work on Public Employment and Management please see http://www.oecd.org/gov/pem/.
This document is a resume for Jerry J. Smith that summarizes his experience in human resources and business operations management over 20 years. It highlights his strategic leadership, regulatory compliance expertise, and track record of reducing costs through process improvements. Examples include decreasing benefit tax costs by 60% and controlling expenses to realize a total reduction of $185,000.
This document outlines the syllabus and topics for a course on management and leadership taught by Dr. Hatem el Bitar. The course will cover the differences between management and leadership, functions of management including planning and organizing, management roles, theories of management skills, traditional management styles, the focus of management versus the vision of leadership, what leadership is today compared to the past, leadership theories, and an interview with Tom Segesta from the Four Seasons Hotel for next week's class.
Similar to Presentation, The Effective Advancement Professional, Edlh 734 (20)
The Day Your Brand Exploded: How Social Media Makes or Breaks Your OrganizationGraham Garner
The document provides several examples of brands experiencing social media crises:
- An Applebee's waitress was fired for posting a photo of a receipt with a disrespectful note from a customer on Reddit.
- The fashion brand DKNY used photos from the Humans of New York project without permission, leading to public backlash.
- The Associated Press' Twitter account was hacked, spreading a false report that caused stock prices to drop.
- Chick-Fil-A faced criticism over its president's comments against gay marriage, and fake Facebook accounts were later exposed defending the company.
- KitchenAid faced anger after tweeting an inappropriate reference to President Obama's deceased grandmother during a debate.
This document provides information on conducting a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis for e-business. It discusses why SWOT analyses are useful, outlining their objective to identify critical factors affecting an organization and help develop strategies. The core components of a SWOT - strengths, weaknesses, opportunities, and threats - are explained. Examples of questions to ask for each component are provided. An example SWOT is then given for e-commerce itself. Finally, the document encourages picking a company and doing a fast SWOT matrix as an exercise.
The document discusses social media basics and engaging audiences on social platforms. It defines Web 2.0 as websites that allow user interaction and user-generated content. It also lists common social media sites like Facebook, YouTube, Twitter, and LinkedIn. The document then provides 10 rules for social advertising, such as finding your audience, keeping ads short, driving customers to your website, and engaging and entertaining audiences.
Internet infrastructure and the history of the world wide web presentation, f...Graham Garner
The document discusses the history and development of the Internet and World Wide Web. It outlines several key milestones from the creation of ARPANET in 1969 to the growth of social media and mobile internet. Charts show global internet usage has grown from 361 million users in 2000 to over 2.2 billion users in 2011, with Asia having the most users. The document also describes the original domain name system of country-code top-level domains and seven generic top-level domains.
E business planning presentation, fall 2012Graham Garner
The document discusses the key elements of starting an online business, including developing an idea, researching the marketplace, and creating a business plan. It describes the main components of a business plan such as the idea, objectives, mission statement, and risk analysis. Additionally, it covers other important aspects like website creation, web hosting, driving traffic, market analysis, and relevant online business regulations.
Design zen presentation, rfs, fall 2012Graham Garner
The document discusses information architecture (IA) and its importance for designing attractive and functional websites. It explains that IA involves organizing a website's information environment through structures, labels, search, and navigation systems to make the site usable and findable. It then discusses some of the key building blocks of IA, including understanding users and their needs, organizing content, aligning the site structure with business context, and implementing navigation, search, and labeling systems. Finally, it provides some common questions users ask when visiting a website.
The document discusses information architecture (IA) and its importance for designing attractive and functional websites. It explains that IA involves organizing a website's information environment through structures, labels, search, and navigation systems to make the site usable and findable. The document then outlines some of the key building blocks of IA, including understanding users and their needs, organizing content, aligning with organizational context, and implementing navigation, search, and labeling systems. It concludes by noting some common questions users ask when visiting a website.
This document discusses online consumer behavior and trends based on demographics, spending habits, and device usage. It notes that the global online population is expected to reach 2.5 billion by 2014, with the largest growth in developing countries. Common reasons people shop online include convenience and access to a wider selection, while privacy/security concerns and inability to examine products physically are reasons cited for not shopping online. Spending is increasing across various retail sectors both online and through mobile commerce.
We all have stories to tell about our institutions and the people who are a part of them. How do we bring those together in creative ways that help us build our identity or brand? What role do words and images play in telling those stories? What about sound? This session will share some principles and concepts to help you develop a message, breathe life into your mission, and help your campus community and other audiences know who you are.
University and Public Relations: Making the Most of Communications and Market...Graham Garner
The document outlines the services provided by the University and Public Relations department at South Dakota School of Mines and Technology, including media relations, social media, graphic design, branding, video/photography, and web design/maintenance. Key principles discussed are having a clear purpose and target audience for communications, and that content should be concise and avoid jargon. Departments are encouraged to collaborate with UPR on projects for assistance with development, design, and ensuring messaging represents the university well.
The document discusses selecting social media tools for marketing higher education. It focuses on determining constituent expectations, making best use of available tools, and investing in emerging tools without overstretching resources. The session will cover how the big three platforms of Facebook, YouTube, and Twitter can be used to invite, respond, engage constituents and stand out from others. It also discusses evaluating location-based apps and APIs that are on the horizon to integrate with current practices and how to educate constituents on new tools.
Philanthropists and Fund Raisers in American Higher EducationGraham Garner
John Harvard bequeathed half his estate and library to a new school in Cambridge, Massachusetts in 1638. Elihu Yale made gifts to the Collegiate School of Connecticut from 1715 to 1718, which then changed its name to Yale University in his honor. Leland Stanford founded Stanford University in 1891 with unprecedented gifts. Methodist Bishop Holland Nimmons McTyeire established Vanderbilt University in Nashville in 1875 with $1 million from Cornelius Vanderbilt, though Vanderbilt was not religious and McTyeire was his cousin. Frederick Gates convinced John D. Rockefeller to give substantial funds to establish the University of Chicago in 1889.
Medical Education at Idaho State UniversityGraham Garner
The document discusses Idaho State University's proposal to start its own medical education program. It outlines ISU's existing resources that could support such a program, including faculty, clinical partners, facilities, residency programs, and research. It also addresses frequently asked questions about the costs and benefits of starting an independent medical program at ISU rather than continuing to partner with other universities through programs like WWAMI.
Writing is difficult work that requires total attention and humility. Good writing is efficient, precise, and clear without being showy. Writers should aim to inform, entertain, and persuade the general public, not just themselves or other writers. To do so effectively requires skills like spelling, grammar, research, and collaboration with other writers and editors. The writing process involves learning the subject, taking notes, writing drafts, and rewriting and editing to improve clarity, conciseness, and readability through techniques like using simple words and sentences, eliminating jargon, and varying sentence structures. Writing for mass media also requires versatility in different styles and formats to integrate words and images effectively across various channels like news, broadcasts, advertisements, websites,
Describes the impact of market influences on assessment in higher education. Examines how higher education can navigate the demands of both the market and assessment, and describes the relationship between market forces and assessment influences.
The document discusses common myths about academic planning and career choices. It addresses five myths: 1) Choosing a major is choosing a career, 2) You must continue your education in the same field as your major, 3) You need a business or technical major to work in business, 4) A liberal arts major only leads to teaching, and 5) Specialized skills are more important than general skills. The document provides counterarguments for each myth and encourages reflection on one's major and career interests.
ISU Web Content to Consider for Portal ContentGraham Garner
This document lists content areas that should be evaluated for inclusion on Idaho State University's portal. The content areas include MyISU, faculty/staff tools, charges/fees/awards/insurance, human resources/payroll, student records, quick links, current student homepage, current student navigation, faculty-staff homepage, faculty-staff policies/procedures, and faculty-staff resources/services/teaching/advising.
Community Involvement, Fys, Spring 2008Graham Garner
This document provides information about participating in the democratic process through voting and caucuses. It explains how to register to vote, what delegates are, and outlines the process for Democratic and Republican primaries and caucuses in Idaho in 2008. Specifically, it notes that the Democratic caucus will be on February 5th, 2008 where supporters will make speeches and voters can change their support to allocate delegates proportionally to candidates with over 15% support.
Web Developers Group Meeting, Agenda, 31 Jan 2008Graham Garner
The meeting covered announcements about changes to Google Analytics code and contacting WebComm for site-specific search engines. They discussed providing server access and contact information to the administrators and exploring calendar options like staying with EMS, adopting Trumba, or other programs. The timeline for redesigning templates by Spring Break, a beta site by July 1st, and the new site going live by August 25th was also discussed, along with components, functions, and look-and-feel. Other topics of discussion included browser compatibility, coding languages, directory structure, content management systems, search engine optimization, and how the WebDev group can be useful.
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
"Choosing proper type of scaling", Olena SyrotaFwdays
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Discover top-tier mobile app development services, offering innovative solutions for iOS and Android. Enhance your business with custom, user-friendly mobile applications.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/