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Robin Ash was appointed as the new COO of Printzhof Press and needs to implement changes to create sustainable organizational culture and operations. Printzhof Press had been losing market share since the 1940s due to resistance to new technologies like eBooks. Employees lacked motivation and had a laid back attitude. Ash introduced new performance evaluation and reward systems to motivate employees and change the culture. She also aimed to make Printzhof Press more adaptive to changes in the industry through transformational leadership.
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& Diamond LLC. The company was formed with the three of them, each bringing their
specialized creative expertise. The agency had grown so much that it required hiring of seven
new employees to help sustain the growth of the business. The foundation of the business is that
of small, creative, open, trustworthy work environment.
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BREITT, STARR & DIAMOND CASE STUDY
3
Transformational leadership would be the best approach for the case study of Breitt, Starr
& Diamond LLC. The company was formed with the three of them, each bringing their
specialized creative expertise. The agency had grown so much that it required hiring of seven
new employees to help sustain the growth of the business. The foundation of the business is that
of small, creative, open, trustworthy work environment.
“Transformational leaders transform the personal values of followers to support the
vision and goals of the organization by fostering an environment where relationships can be
formed and by establishing a climate of trust in which visions can be shared” (Stone, Russell, &
Patterson, 2004). In 1991 it was established by Avolio four primary behaviors that constitute
transformational leadership (Avolio, Waldman, & Yammarino, 1991):
1. Idealized influence.
2. Inspirational motivation.
3. Intellectual stimulation.
4. Individualized consideration.
“Leaders are being driven into unfamiliar territory where change remains the only
constant” (Sarros & Santora, 2001). This was the exact predicament that Josh, Rachel & Justin
found themselves in before deciding to hire Brad Howser, their new General Manager.
Regarding the leadership grid, Howser followed the Authority Compliance (Bateman,
Snell, ...
Sink or Swim? Keys to Helping Newly Promoted Managers Succeed | Webinar 05.13.15
Newly promoted managers face long odds for success. In fact, most of them fail. The sad truth of the matter is the failure rates for newly promoted managers can be attributed more to organizational failures than to the failures or shortcomings of the managers themselves. So, what can we do as HR and learning professionals to change the odds of success? In this program, Chris Osborn of BizLibrary will discuss effective strategies to tilt the odds towards success. After all, we promote people because we see them having the potential to succeed in their next role. So let's figure out effective ways to facilitate that success with changes in our approach to learning and development, support, and socialization.
www.bizlibrary.com
Sink or Swim? Supporting the Transition to New Manager | Webinar
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around? This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies. Topics we'll discuss:
Change Management
Leadership
Communication
Coaching
Collaboration
Supervision
What is next in HR
This document discusses the future direction of human resources (HR) and proposes steps for HR to focus on creating value.
It begins by suggesting HR shift its focus from an "inside-out" approach centered on administrative work and HR practices, to an "outside-in" approach where HR creates value for both internal employees/organizations and external customers, investors, and communities.
Next, it proposes two components for HR to focus on: 1) Understanding the changing business context defined by social, technological, economic, political, environmental, and demographic trends; and 2) Recognizing internal employees and line managers, as well as external customers, investors, and communities as key stakeholders.
Finally, it identifies three
BREITT, STARR & DIAMOND LLCJosh Breitt, Rachel Starr, and Justin.docx
BREITT, STARR & DIAMOND LLC
Josh Breitt, Rachel Starr, and Justin Diamond started an advertising agency to serve the needs of small businesses selling in and around their metropolitan area. Breitt contributed clever ideas and a talent for writing scripts and wooing clients. Starr brought a wealth of media contacts, and Diamond handled the artwork. Their quirky ad campaigns soon attracted a stream of projects from car dealers, community banks, and a carpet store. Since the agency’s first year, these clients have kept the bills paid while the three win contracts from other companies. Breitt, Starr & Diamond (BS&D) prospered by helping clients keep up with the times, and the agency grew to meet the demand, adding a bookkeeper, a graphic artist, a web designer, two salespeople, a social media expert, and a retired human resource manager, who works 10 hours per week. As the firm grew, the three partners felt they were constantly being pulled away from their areas of expertise to answer questions and solve problems about how to coordinate work, define jobs, and set priorities. They realized that none of them had any management training—and none of them had ever wanted to be a manager. They decided to hire a manager for a position they would call general manager of operations. That person would be responsible for supervising the employees, making sure expenses didn’t go over budget, and planning the resources (including people) needed for further growth. The partners interviewed several candidates and hired Brad Howser, a longtime administrator for a four-physician medical office. Howser spent the first few weeks quietly studying BS&D’s financial data and observing employees at work. Then he became more outspoken and assertive. Although the partners had never cared to monitor what time employees came or left, Howser began requiring all employees to start by 9:00 each morning. The graphic artist and one of the salespeople complained that flexible hours were necessary for their child care arrangements, but Howser was unyielding. He also questioned whether the employees had been shopping carefully for supplies, indicating that from then on, he would be making all purchases, and only after the employees submitted their requests on a form of his design. Finally, to promote what he called team spirit, Howser began scheduling weekly Monday-morning page 369staff meetings. He would offer motivational thoughts based on his experience at his previous job and invite the employees to share any work-related concerns or ideas they might have. Generally, the employees chose not to share. Initially, the partners were impressed with Howser’s vigorous approach to his job. They felt more productive than they had been in years because Howser was handling employee concerns himself. Then the top salesperson quit, followed by the social media expert. The bookkeeper asked if she might meet with the partners. “Is it something you should be discussing with Brad?” Rachel asked.
Business Manager-April 2015
This article discusses workplace ethics and building an ethical work culture. It states that workplace ethics are driven by business ethics, so it is difficult to establish high ethical standards for employees if business ethics are compromised. Recent corporate espionage cases raise questions about both business ethics and workplace ethics.
The article differentiates between morals, which are culture-specific, and ethics, which are universal. It provides a formula for determining if an action is ethical by considering how different parties would view the action if their roles were reversed. Unethical actions often involve harming others for one's own benefit.
Building an ethical work culture is a challenge that requires realizing individual attitudes. Certain types of individuals, such as those seeking shortcuts
Being the change you want to see in hr
The document discusses three areas that HR professionals can focus on to enact positive change: hiring, branding, and valuing. [1] Hiring involves looking beyond industry experience and considering candidates from other backgrounds who demonstrate key skills. [2] Branding means creating a positive candidate experience through processes like communication and follow up. [3] Valuing means treating all people, inside and outside the organization, in a way that makes them feel wanted and respected. The document argues that HR professionals should lead this change by addressing any gaps between their organization's stated values and actual practices.
The ROI of HR: Building the HR Supergroup
The document discusses how HR can build an "HR supergroup" to increase their return on investment (ROI) and drive business results. It recommends that HR (1) align their strategies and work closely with business objectives, (2) reduce non-impactful busywork to free up time for strategic priorities, and (3) focus resources on initiatives that address the biggest talent and organizational gaps. HR should also (4) structure their teams optimally between administrative and strategic functions and (5) measure impact through analytics rather than just activities. For maximum effect, HR leaders should (6) participate strategically with the CEO and CFO.
The Voice of the Employee
This document discusses the importance of employee engagement and feedback for employers. It notes that the balance of power has shifted to employees, forcing employers to build organizations that engage employees as sensitive, passionate contributors. The top drivers of engagement are identified as meaningful work, growth opportunities, trust in leadership and more. Data shows companies with high employee satisfaction significantly outperform peers financially. The document provides guidance to employers on scaling internal brand advocacy efforts, turning employees and candidates into fans, and using feedback to continuously improve the company.
The Art of Conscious Leadership in Human Resources
1) The document discusses conscious leadership approaches taken by various human resource leaders in Asia.
2) It describes initiatives taken by the leaders to improve employee engagement, retention, and organizational culture through transparent communication, talent development programs, and addressing employee concerns.
3) Examples include launching internal communication platforms, implementing training programs for leadership skills and new technologies, and finding ways to empower and develop local communities through employment opportunities.
Business-HR Alignment Action Plan
A call to action for HR professionals to become true business leaders, focusing their work on creating business results.
Week One HRM B.COM.pptx
This is one of the Basic things that one needs to know about Human Resource Management and thus need to know as the first basics
Chris Roebuck - Presentation
HR has not delivered its full potential ROI because while strategic HR interventions and capabilities have improved, internal organizational change has not kept pace. Specifically, line manager skills and behaviors have not transformed enough to inspire high performance from employees. Research shows line managers account for most of the emotional experience at work, and that motivation is 57% rational but 43% emotional. To fully realize HR's value, organizations must focus on developing line managers to be best bosses who believe in people, act with fairness and integrity, and inspire employees by making them feel part of a collaborative team working toward a shared purpose. Only HR is positioned to lead this type of transformational change.
Hr change
Making a shift to a new HR role will be unique for each organization but there are common best practices. Strong HR leadership is needed to develop a clear vision and motivate others to achieve it. The HR leader must work internally in HR and externally with organizational leaders to reshape expectations of what HR delivers. HR also needs an acute future orientation to understand changing workforce trends, anticipate needs, and develop solutions to stay ahead of the curve. Additionally, HR must demonstrate flexibility and creativity to respond to an organization's changing needs in a globalized market. Finally, delivering value to both the organization and customers remains critical for HR to be seen not just as a cost center but as enhancing business success.
6 Ways to change human resources in the millennial age
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
6 Ways to change human resources in the millennial age
The document discusses six imperatives for HR to engage changing workforces: 1) Align employee and business goals; 2) Integrate health, wealth and career views of employees; 3) Analyze data to improve decisions; 4) Engage employees as active participants; 5) Personalize programs and communications; 6) Streamline HR processes to focus on strategic priorities. HR must change to address new employee expectations around work flexibility and integration of work and personal lives.
Library and Information Centers Professionals Engagement: An Antecedent of Jo...
This document discusses employee engagement in library and information centers. It defines employee engagement as employees feeling a vested interest in an organization's success and being willing and motivated to exceed job requirements. The document outlines how employee engagement leads to benefits like improved customer satisfaction and organizational welfare. It discusses strategies for engaging employees, such as recognizing accomplishments, providing career growth opportunities, and inspiring leadership. Metrics for measuring engagement include surveys and business outcomes like profitability and customer satisfaction. The goal is to help employees form an emotional connection to feel passionate about their work and the organization's mission.
Coaching to win at work
Business results were 21 percent higher among organizations whose senior leaders ‘very frequently’ make an effort to coach others, according to the Bersin & Associates study.
10 Principles for Successful Behaviour Change
A set of 10 curated principles, with supporting quotations, for how to make sustainable behaviour change within large organisations (and especially marketing teams)
Similar to Problem statement (20)
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15
Lean Starting Your Life1. 2-3 single-spaced pages2. D.docx
Lean Starting Your Life1. 2-3 single-spaced pages2. D.docx
Sink or Swim? Keys to Helping Newly Promoted Managers Succeed | Webinar 05.13.15
Sink or Swim? Keys to Helping Newly Promoted Managers Succeed | Webinar 05.13.15
Sink or Swim? Supporting the Transition to New Manager | Webinar
Sink or Swim? Supporting the Transition to New Manager | Webinar
BREITT, STARR & DIAMOND LLCJosh Breitt, Rachel Starr, and Justin.docx
BREITT, STARR & DIAMOND LLCJosh Breitt, Rachel Starr, and Justin.docx
The Art of Conscious Leadership in Human Resources
The Art of Conscious Leadership in Human Resources
6 Ways to change human resources in the millennial age
6 Ways to change human resources in the millennial age
6 Ways to change human resources in the millennial age
6 Ways to change human resources in the millennial age
Library and Information Centers Professionals Engagement: An Antecedent of Jo...
Library and Information Centers Professionals Engagement: An Antecedent of Jo...
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Evolving Lifecycles with High Resolution Site Characterization (HRSC) and 3-D...
The incorporation of a 3DCSM and completion of HRSC provided a tool for enhanced, data-driven, decisions to support a change in remediation closure strategies. Currently, an approved pilot study has been obtained to shut-down the remediation systems (ISCO, P&T) and conduct a hydraulic study under non-pumping conditions. A separate micro-biological bench scale treatability study was competed that yielded positive results for an emerging innovative technology. As a result, a field pilot study has commenced with results expected in nine-twelve months. With the results of the hydraulic study, field pilot studies and an updated risk assessment leading site monitoring optimization cost lifecycle savings upwards of $15MM towards an alternatively evolved best available technology remediation closure strategy.
Peatlands of Latin America and the Caribbean
Presented by The Global Peatlands Assessment: Mapping, Policy, and Action at GLF Peatlands 2024 - The Global Peatlands Assessment: Mapping, Policy, and Action
Epcon is One of the World's leading Manufacturing Companies.
Epcon is One of the World's leading Manufacturing Companies. With over 4000 installations worldwide, EPCON has been pioneering new techniques since 1977 that have become industry standards now. Founded in 1977, Epcon has grown from a one-man operation to a global leader in developing and manufacturing innovative air pollution control technology and industrial heating equipment.
Recycling and Disposal on SWM Raymond Einyu pptx
Increasing urbanization, rural–urban migration, rising standards of living, and rapid development associated with population growth have resulted in increased solid waste generation by industrial, domestic and other activities in Nairobi City. It has been noted in other contexts too that increasing population, changing consumption patterns, economic development, changing income, urbanization and industrialization all contribute to the increased generation of waste.
With the increasing urban population in Kenya, which is estimated to be growing at a rate higher than that of the country’s general population, waste generation and management is already a major challenge. The industrialization and urbanization process in the country, dominated by one major city – Nairobi, which has around four times the population of the next largest urban centre (Mombasa) – has witnessed an exponential increase in the generation of solid waste. It is projected that by 2030, about 50 per cent of the Kenyan population will be urban.
Aim:
A healthy, safe, secure and sustainable solid waste management system fit for a world – class city.
Improve and protect the public health of Nairobi residents and visitors.
Ecological health, diversity and productivity and maximize resource recovery through the participatory approach.
Goals:
Build awareness and capacity for source separation as essential components of sustainable waste management.
Build new environmentally sound infrastructure and systems for safe disposal of residual waste and replacing current dumpsites which should be commissioned.
Current solid waste management situation:
The status.
Solid waste generation rate is at 2240 tones / day
collection efficiently is at about 50%.
Actors i.e. city authorities, CBO’s , private firms and self-disposal
Current SWM Situation in Nairobi City:
Solid waste generation – collection – dumping
Good Practices:
• Separation – recycling – marketing.
• Open dumpsite dandora dump site through public education on source separation of waste, of which the situation can be reversed.
• Nairobi is one of the C40 cities in this respect , various actors in the solid waste management space have adopted a variety of technologies to reduce short lived climate pollutants including source separation , recycling , marketing of the recycled products.
• Through the network, it should expect to benefit from expertise of the different actors in the network in terms of applicable technologies and practices in reducing the short-lived climate pollutants.
Good practices:
Despite the dismal collection of solid waste in Nairobi city, there are practices and activities of informal actors (CBOs, CBO-SACCOs and yard shop operators) and other formal industrial actors on solid waste collection, recycling and waste reduction.
Practices and activities of these actor groups are viewed as innovations with the potential to change the way solid waste is handled.
CHALLENGES:
• Resource Allocation.
Improving the Management of Peatlands and the Capacities of Stakeholders in I...
Improving the Management of Peatlands and the Capacities of Stakeholders in I...Global Landscapes Forum (GLF)
Presented by Sonya Dewi at GLF Peatlands 2024 - 360 Degree Approach to Improving Capacity of Multiple Stakeholders to Manage Peatland Sustainably原版制作(Newcastle毕业证书)纽卡斯尔大学毕业证在读证明一模一样
学校原件一模一样【微信：741003700 】《(Newcastle毕业证书)纽卡斯尔大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Wildlife-AnIntroduction.pdf so that you know more about our environment
All about wildlife, if you are fond of animals and wildlife then do follow us for more content like this
Peatland Management in Indonesia, Science to Policy and Knowledge Education
Peatland Management in Indonesia, Science to Policy and Knowledge EducationGlobal Landscapes Forum (GLF)
Presented by Feri Johana at GLF Peatlands 2024 - 360 Degree Approach to Improving Capacity of Multiple Stakeholders to Manage Peatland Sustainably在线办理(lboro毕业证书)拉夫堡大学毕业证学历证书一模一样
学校原件一模一样【微信：741003700 】《(lboro毕业证书)拉夫堡大学毕业证学历证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Promoting Multilateral Cooperation for Sustainable Peatland management
Presented by Agus Julianto on GLF Peatlands 2024 - 360 Degree Approach to Improving Capacity of Multiple Stakeholders to Manage Peatland Sustainably
Overview of the Global Peatlands Assessment
Presented by Patrick Scheel at GLF Peatlands 2024 - The Global Peatlands Assessment: Mapping, Policy, and Action
Optimizing Post Remediation Groundwater Performance with Enhanced Microbiolog...
Results of geophysics and pneumatic injection pilot tests during 2003 – 2007 yielded significant positive results for injection delivery design and contaminant mass treatment, resulting in permanent shut-down of an existing groundwater Pump & Treat system.
Accessible source areas were subsequently removed (2011) by soil excavation and treated with the placement of Emulsified Vegetable Oil EVO and zero-valent iron ZVI to accelerate treatment of impacted groundwater in overburden and weathered fractured bedrock. Post pilot test and post remediation groundwater monitoring has included analyses of CVOCs, organic fatty acids, dissolved gases and QuantArray® -Chlor to quantify key microorganisms (e.g., Dehalococcoides, Dehalobacter, etc.) and functional genes (e.g., vinyl chloride reductase, methane monooxygenase, etc.) to assess potential for reductive dechlorination and aerobic cometabolism of CVOCs.
In 2022, the first commercial application of MetaArray™ was performed at the site. MetaArray™ utilizes statistical analysis, such as principal component analysis and multivariate analysis to provide evidence that reductive dechlorination is active or even that it is slowing. This creates actionable data allowing users to save money by making important site management decisions earlier.
The results of the MetaArray™ analysis’ support vector machine (SVM) identified groundwater monitoring wells with a 80% confidence that were characterized as either Limited for Reductive Decholorination or had a High Reductive Reduction Dechlorination potential. The results of MetaArray™ will be used to further optimize the site’s post remediation monitoring program for monitored natural attenuation.
Enhanced action and stakeholder engagement for sustainable peatland management
Enhanced action and stakeholder engagement for sustainable peatland managementGlobal Landscapes Forum (GLF)
Presented by Jan Peters at GLF Peatlands 2024 - The Global Peatlands Assessment: Mapping, Policy, and ActionMicrobial characterisation and identification, and potability of River Kuywa ...
Microbial characterisation and identification, and potability of River Kuywa ...Open Access Research Paper
Water contamination is one of the major causes of water borne diseases worldwide. In Kenya, approximately 43% of people lack access to potable water due to human contamination. River Kuywa water is currently experiencing contamination due to human activities. Its water is widely used for domestic, agricultural, industrial and recreational purposes. This study aimed at characterizing bacteria and fungi in river Kuywa water. Water samples were randomly collected from four sites of the river: site A (Matisi), site B (Ngwelo), site C (Nzoia water pump) and site D (Chalicha), during the dry season (January-March 2018) and wet season (April-July 2018) and were transported to Maseno University Microbiology and plant pathology laboratory for analysis. The characterization and identification of bacteria and fungi were carried out using standard microbiological techniques. Nine bacterial genera and three fungi were identified from Kuywa river water. Clostridium spp., Staphylococcus spp., Enterobacter spp., Streptococcus spp., E. coli, Klebsiella spp., Shigella spp., Proteus spp. and Salmonella spp. Fungi were Fusarium oxysporum, Aspergillus flavus complex and Penicillium species. Wet season recorded highest bacterial and fungal counts (6.61-7.66 and 3.83-6.75cfu/ml) respectively. The results indicated that the river Kuywa water is polluted and therefore unsafe for human consumption before treatment. It is therefore recommended that the communities to ensure that they boil water especially for drinking.
ENVIRONMENT~ Renewable Energy Sources and their future prospects.
This presentation is for us to know that how our Environment need Attention for protection of our natural resources which are depleted day by day that's why we need to take time and shift our attention to renewable energy sources instead of non-renewable sources which are better and Eco-friendly for our environment. these renewable energy sources are so helpful for our planet and for every living organism which depends on environment.
Global Peatlands Map and Hotspot Explanation Atlas
Presented by Alexandra Barthelmes at GLF Peatlands 2024 - The Global Peatlands Assessment: Mapping, Policy, and Action
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Improving the viability of probiotics by encapsulation methods for developmen...Open Access Research Paper
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Problem statement
- 1. ROBIN ASH AND PRINTZHOF PRESS Group 11: Chakshu Sahni Bharath Kumar Sravan Kumar Parth Keshav Midhun Mohan Praveen Kumar
- 2. PROBLEM STATEMENT Robin Ash recently appointed COO of Printzhof Press needs to determine how to implement the changes required to create sustainability in the organizational culture and operations.
- 3. DIAGNOSIS Responsibility to generate employees to move more quickly Enhancements & Issues with product development Change the laid back attitude in employees Created Effective Evaluation Process/ Reward Process for the employees Motivation among Employees
- 4. DATAAND FACTS Printzhof Press started losing their share in customers from 1940 when Leif Nygren resisted for the new changes in the company for the introduction of online resources. The new COO Lars Kross who was appointed under the guidance of EHH also resisted the introduction of eBooks and online learning materials which resulted in the company’s performance to decline every year. There was a basic assumption among the employees of Printzhof Press about the culture that company focus only on the employee’s loyalty rather than the expansion or improving the competition. They assumed that the upper management will be treating them with respect and will never be indulging in any operational issues. Since Printzhof Press was Slow to respond to the changing environment and its resistance to change, the growth of the company declined
- 5. Adaptive vs. Non-Adaptive Culture Core Values Adaptive Corporate Cultures Managers care deeply about customers, stockholders & employees. Non-adaptive Corporate Culture Managers only care about themselves
- 6. MOTIVATION According to expectancy theory, People are ready to work hard only when their hard work will be rewarded at the right time. Employees were rewarded high salaries and there was a poor performance evaluation system. All the employees and managers were lacking motivation since there was no goal set for them to achieve. Ash introduced a new system which ranks the employees and managers instead of rating them in turn increasing their motivation and urge to do their best.
- 7. ATTITUDE The case study shows Behavioral component of attitude. When Ash first met Paul Davidson, Matson and Harry Raines for an informal meeting over a coffee, she learnt contrasting opinions from them yet she chose not to argue but take insights from the meeting.
- 8. PERSONALITY Ash has a solid track record and very commendable on-paper credentials. She could have chosen to be a boss but she chose to be humble and did not impose her decisions. This goes on a long way to show her personality traits. When Bob told Ash that she is to replace Kross in the company, her first reaction was that she showed concern and asked if Kross is healthy.
- 9. CONFLICT MANAGEMENT When she believed that Raines, HR, is not doing his job well, she thought of replacing the HR with a trusted aide of hers, but chose not to do so in the end. Her choice to be collaborative rather than being competitive or accommodating shows her conflict management skills. Same is the case with Davidson. She zeroed in on the root cause behind the inefficiency but did not act impulsively. Nygren expected his managers to work out conflicts without him taking any side or taking charge on resolving the conflicts.
- 10. ORGANISATIONAL POWER Here legitimate power was applied to implement the transformational leadership style. All employees in human resource department was rated “Above Average”. In this way, employees cannot be efficiently and fairly evaluated by their job performance. Based on ability to asset influence, legitimate power should be exercised to solve problems within the organization and point in the right direction in terms of profit and market shares. To evaluate whether the adjustment of leadership style would be effective or not, an evaluation of several different aspects must be done across the company. Profit, Sales Revenue and Cost structure.
- 11. LEADERSHIP Publishers adopted transformational leadership. Transformational leadership involves “inspiring followers to commit to shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives”. They encouraged employees to think more individually and creatively by setting some specific goals for the company. COO Lars Kors had set the sales goal for sales department and innovation goals for the marketing department and managers.
- 12. CONCLUSION Printzhof press needs to make major changes to stay competitive in the publishing industry. Changing from delegative leadership style to transformational leadership style which will encourage employees to be more motivated. Also evaluating employees will also motivate them to come up with the new ideas to keep the customers. Robin Ash and Printzhof management team should buy into these changes so that the company will make the necessary adjustments to again become profitable. Printzhof has to be more innovative to keep up to the market trends.