Designing and piloting an entrepreneurship empowerment and integration program for refugees and greek people in vulnerable situations. The program was successfully adopted by the Athens-based local charity Hestia Hellas.
The document outlines an UiPath mentorship program that matches experienced RPA professionals with those new to the field to meet bi-weekly over 6 months. The goals of the program are to help mentees develop their careers through guidance from mentors, build skills, and contribute to the community, while mentors gain leadership experience and opportunities to share their knowledge. Key aspects of the program covered include the roles and responsibilities of mentors and mentees, the matching and feedback process, and a Q&A section.
The document provides an overview of UiPath's Mentorship Program, which matches experienced RPA professionals with those new to the field. The 6-month program involves bi-weekly virtual meetings where mentees can receive career advice, feedback on assignments, and learn from their mentor's experience. Both mentors and mentees benefit from skills development, networking, and contributing to the RPA community. Selection focuses on mentees who completed RPA training and have practical goals, and mentors with several years of experience committed to supporting mentees' short- and long-term aims. Matching considers factors like timezones, expectations, and complementary experience and knowledge. The roles and responsibilities of mentors and mentees are also outlined
The document summarizes a project to hold an Integrated Business Program Advising Day event. The project aims to help students continue their education and improve retention rates. It will provide advising in areas like academics, financial aid, and course scheduling. The project managers are Menuxee Vue and Tyrell Nelson. Key deliverables include setting up and marketing the event, assisting students, and conducting a follow-up meeting. Risks include student attendance and staff availability. The goal is to help at least 30 students.
Perfecting your Pitch- How to Attract Entrepreneurial Student Talent to your ...UF_CRC
Attracting entrepreneurial, innovative talent is not just about the office perks and notable brand name, it’s about creating an employment brand that speaks to UF student innovators and creating a work environment that fosters entrepreneurship within, or an “intrapreneurship.” This session will cover strategies on how to engage and retain entrepreneurial talent.
This document discusses key considerations for effective internship programs from both the student and employer perspectives. It notes that the majority of employers use internships to build a talent pipeline for future hiring. The top priorities for students in a good internship are meaningful work, mentorship, learning opportunities, and a respectful work environment. Employers should focus on thorough training, supportive supervision, and assignments that allow interns to develop skills relevant for potential full-time work. Providing career guidance and social support increases the likelihood interns will accept a job offer after graduating.
Boosting Recruitment Strategy through Soft SkillsUF_CRC
In this interactive session, participants will learn how to use unique strategies to promote their brand, while helping address the skill gap. The discussion will focus on strategies for recruiting students by promoting the need for transferable skills. There will also be suggestions on how to use techniques that will draw students’ interest to the brand.
A successful trainer must train their team members by preparing materials and delivering them by the end of the month on topics the team cares about and by consulting experts. They should provide support initially and gradually remove it, which facilitates learning, unlike demonstrating minimally, giving too much material, or not providing constructive feedback, which inhibits learning. The document provides guidance on how to be a successful trainer through characteristics, barriers, and how to overcome them.
The document introduces a virtual part-time program for students called "Virtual Live Project Part Time Program" run by Neom Labs. The program aims to give students hands-on experience working with startups to address challenges like lack of entrepreneurial mindset and opportunities for students. It involves weekly discussions about Neom's upcoming products, providing feedback, socializing the products, and forming interest-based groups. Students can progress from volunteer to paid intern roles. The goal is to help students explore entrepreneurship while gaining experience with a startup.
The document outlines an UiPath mentorship program that matches experienced RPA professionals with those new to the field to meet bi-weekly over 6 months. The goals of the program are to help mentees develop their careers through guidance from mentors, build skills, and contribute to the community, while mentors gain leadership experience and opportunities to share their knowledge. Key aspects of the program covered include the roles and responsibilities of mentors and mentees, the matching and feedback process, and a Q&A section.
The document provides an overview of UiPath's Mentorship Program, which matches experienced RPA professionals with those new to the field. The 6-month program involves bi-weekly virtual meetings where mentees can receive career advice, feedback on assignments, and learn from their mentor's experience. Both mentors and mentees benefit from skills development, networking, and contributing to the RPA community. Selection focuses on mentees who completed RPA training and have practical goals, and mentors with several years of experience committed to supporting mentees' short- and long-term aims. Matching considers factors like timezones, expectations, and complementary experience and knowledge. The roles and responsibilities of mentors and mentees are also outlined
The document summarizes a project to hold an Integrated Business Program Advising Day event. The project aims to help students continue their education and improve retention rates. It will provide advising in areas like academics, financial aid, and course scheduling. The project managers are Menuxee Vue and Tyrell Nelson. Key deliverables include setting up and marketing the event, assisting students, and conducting a follow-up meeting. Risks include student attendance and staff availability. The goal is to help at least 30 students.
Perfecting your Pitch- How to Attract Entrepreneurial Student Talent to your ...UF_CRC
Attracting entrepreneurial, innovative talent is not just about the office perks and notable brand name, it’s about creating an employment brand that speaks to UF student innovators and creating a work environment that fosters entrepreneurship within, or an “intrapreneurship.” This session will cover strategies on how to engage and retain entrepreneurial talent.
This document discusses key considerations for effective internship programs from both the student and employer perspectives. It notes that the majority of employers use internships to build a talent pipeline for future hiring. The top priorities for students in a good internship are meaningful work, mentorship, learning opportunities, and a respectful work environment. Employers should focus on thorough training, supportive supervision, and assignments that allow interns to develop skills relevant for potential full-time work. Providing career guidance and social support increases the likelihood interns will accept a job offer after graduating.
Boosting Recruitment Strategy through Soft SkillsUF_CRC
In this interactive session, participants will learn how to use unique strategies to promote their brand, while helping address the skill gap. The discussion will focus on strategies for recruiting students by promoting the need for transferable skills. There will also be suggestions on how to use techniques that will draw students’ interest to the brand.
A successful trainer must train their team members by preparing materials and delivering them by the end of the month on topics the team cares about and by consulting experts. They should provide support initially and gradually remove it, which facilitates learning, unlike demonstrating minimally, giving too much material, or not providing constructive feedback, which inhibits learning. The document provides guidance on how to be a successful trainer through characteristics, barriers, and how to overcome them.
The document introduces a virtual part-time program for students called "Virtual Live Project Part Time Program" run by Neom Labs. The program aims to give students hands-on experience working with startups to address challenges like lack of entrepreneurial mindset and opportunities for students. It involves weekly discussions about Neom's upcoming products, providing feedback, socializing the products, and forming interest-based groups. Students can progress from volunteer to paid intern roles. The goal is to help students explore entrepreneurship while gaining experience with a startup.
How we operate a University Startup Accelerator at MITKyle Judah
The Global Founders' Skills Accelerator (GFSA) is a 3-month summer program that provides funding, mentoring, and skills training to top student startups from MIT and other international schools. It is housed at MIT's Martin Trust Center for Entrepreneurship and aims to scale the impact of student ventures. The unstructured predecessor helped startups like Locu, while GFSA has expanded globally to work with teams from China, Germany, and more. The 2014 program aimed to support even bigger ideas with 12 MIT teams and 4 international teams participating in customer development training, mentorship, and pitching opportunities.
This document outlines the syllabus for a 1.5 credit course called "The Lean Launchpad" that teaches students the process of customer discovery and business model iteration for startups. The course is experiential, requiring students to conduct customer interviews daily, present their business models and lessons learned, and receive feedback from instructors and peers. It is taught using a flipped classroom model, with video lectures assigned as homework. Students work in teams to develop and test hypotheses about their business ideas through customer discovery. The goal is to provide an entrepreneurial experience that mirrors the real-world pressures of starting a company.
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
Leading Effective Meetings a Model for Student Engagement Bonner Foundation
A workshop for the 2019 Bonner Summer Leadership Institute at Waynesburg College. The workshop was about how to lead effective meetings while keeping students engaged. It was presented by Kelly Finn (Brown University) and Joshua Rodriguez (Brown University)
Presentation at the HEA-funded workshop 'Using active and experiential Learning to improve student employability in Business and Marketing'.
This workshop was aimed at colleagues seeking ideas and advice about incorporating active and experiential learning into the marketing curriculum or wishing to improve upon current practice. The workshop identified various approaches which enable students to gain valuable employability skills and considered the benefits and disadvantages of these approaches.
This presentation is part of a related blog post that provides an overview of the event: http://bit.ly/NanSOJ
For further details of the HEA's work on active and experiential learning in the Social Sciences, please see: http://bit.ly/17NwgKX
Ask the Expert - Essential Strategies for Your Next Career Development EventMercedes Rodríguez
Join us as we dive into the benefits involved with hosting career-themed events. We'll walk through success stories from your peers and provide actionable tips for turning your next event into a success!
This document provides information about an online forum hosted by Learning Cafe to discuss reimagining instructor-led classroom learning through flipping instruction and using storytelling. The forum will include a panel discussion on these topics as well as ways to get involved through Q&A, chat, or using the Twitter backchannel. Learning Cafe also offers blogs, magazines, webinars, and workshops on building learning and development capabilities. Upcoming topics that will be discussed include social learning in the workplace and challenges to current classroom models. Community members are encouraged to participate, contribute blogs, and join initiatives to further discuss these issues.
Empower your employees with modern learning communication and performance too...Human Capital Media
Join this informative session to hear how Debra Kellogg, manager of education, performance, and communications at Toshiba, built a next-generation employee portal for a global audience. Combining their LMS with modern e-learning courses, Kellogg developed the Toshiba Academy, the Toshiba Connect Communication Portal, and the company’s conversation-driven performance program, IGNITE!. You’ll learn how a very lean L&D team deployed these in the United States and Latin America in less than a year, along with tips on providing your learners with tools for success.
Learning Objectives/Session Takeaways:
Empower your employees with tools for success in today’s busy world.
Understand when and how to leverage partners' expertise to work more efficiently.
Gain ideas on how to deploy a coaching, learning, and goal-oriented culture!
Learn how to leverage today’s technology to meet tight budget and ROI training requirements.
Class syllabus for 5-Day Lean Launchpad class with Steve Blank.
This course provides real world, hands-on learning on what it’s like to actually start a high-tech company. This class is not about how to write a business plan. It’s not an exercise on how smart you are in a classroom, or how well you use the research library to size markets. And the end result is not a PowerPoint slide deck for a VC presentation.
This is a practical class – essentially a lab, not a theory or “book” class. Our goal, within the constraints of a classroom and a limited amount of time, is to create an entrepreneurial experience for you with all of the pressures and demands of the real world in an early stage start up.
You will be getting your hands dirty talking to customers, partners, competitors, as you encounter the chaos and uncertainty of how a startup actually works. You’ll work in teams learning how to turn a great idea into a great company. You’ll learn how to use a business model to brainstorm each part of a company and customer development to get out of the classroom to see whether anyone other than you would want/use your product. Finally, based on the customer and market feedback you gathered, you would use agile development to rapidly iterate your product to build something customers would actually use and buy. Each day will be a new adventure outside the classroom as you test each part of your business model and then share the hard earned knowledge with the rest of the class.
The document provides guidance for GDSC leads on leadership skills and event management. It discusses responsibilities of a lead such as registering the chapter, forming a core team, nominating a faculty advisor, and creating learning opportunities. It also addresses potential challenges leads may face like a speaker cancelling, running out of budget or venue, and resolving team conflicts. The document emphasizes skills like effective communication, empathy, accountability and having backup plans. It encourages leads to remain calm, find solutions and turn challenges into opportunities when issues arise.
This document provides an overview and introduction to the MKTG 6226F: Social Media for Marketing and Management course. It outlines the key details of the course including the professor, location and contact information. It then summarizes the major components of the course including learning objectives, the participative and collaborative learning experience, assignments and their weightings, and the overall roadmap and timeline of topics to be covered throughout the 12 week class.
MGMT 1001 Managing Organisations and People Session DioneWang844
MGMT 1001
Managing Organisations
and People
Session 2 2016
Dr Lynn Gribble
Today is about
Getting started
Understanding what is in the course overall
and your learning over the next 12 weeks
Understanding your role, our role as
lecturers and your tutor’s role
Some things to note about uni
This is not year 13, it will be different than
high school
No one will chase you, you have to be
independent learners
Its less specific than high school
Remember it’s a first year course
Depth and breadth, analysis and critique
What happens in MGMT 1001?
Success comes from reading before the lecture and being prepared
The Role of Students
– Lectures are designed to challenge your thinking. Sometimes they are funny
(laugh & enjoy), interactive, 2-way communications, curious, mind
expansion, critical thinking, constructive feedback, and we celebrate
diversity!
The lectures are focussed Learning
– Each lecture will have learning objectives. By the end of the lecture, you
should ask yourself whether you have achieved the learning
objectives of the lecture. These match the course information in the text
book but look to make connections and explanations. These aer to expand
upon what you have read.
Do not expect to be Spoon-Fed
– These are lectures – each lecturer will explore the content with you. These
form the framework to facilitate students’ further in-depth learning of the
topics of MGMT 1001.
– You will need to read the text each week. Attend your tutorial each week to
apply what you have been learning. The tutes are not substitute lectures.
You will need to do more than come to lectures, tutes and read your text.
You need to ENGAGE with the management literature
More about MGMT 1001
The lectures explore content. The tutorials
explore application and experience of that
content
Questions? Go to the discussion board, or
ask your tutor in their consult.
Make sure you identify yourself in emails by
name student number and course
Getting started
Why are you studying Managing
organisations and people?
Everything you do involves both
organisations and people
Reflective Questions to guide this lecture
Part 1:Important things about this course
1. How can you be successful in this course
2. What important time lines and processes will assist me to be more successful
in this course?
3. Who does what and what can I expect during this course?
Part 2: Organisations and Management
1. What is an organisation?
2. Understanding the changing context of organisations today
3. What are the challenges of managing in today’s organisations?
Why study organisations and
management?
Most important selection criteria when recruiting graduates 2011
1. Interpersonal and communication skills (written and oral)
2. Passion/Knowledge of industry/Drive/Commitment/Attitude
3. Critical reasoning and analytical skills/Problem solving/Lateral
thin ...
This document provides advice for fundraising careers, including how to broaden your experience and skills to progress in your career. It recommends gaining experience in different areas like individual giving, corporate fundraising, and events to be perceived as more well-rounded. It also suggests taking on additional responsibilities, networking, gaining management experience, and continuously learning to advance into manager or director roles. Broadening skills can be done through internal projects, volunteering, training, and mentoring. Maintaining expertise through continuing education and staying up to date on trends is also important for career success.
Medha has years of experience delivering workshops to our employees and partners in the education space. Our workshop model builds participants’ capacity to deliver our curricula through effective facilitation and activity-based learning.
Here we lay out the essence of our model - what we call our Learning Journey. This model is flexible and can be adapted for any education or curriculum workshop, training of trainers (ToT), or capacity-building program.
This document outlines the agenda and goals for Day 1 of a Level 5 Certificate in Coaching and Mentoring course. The aims for Day 1 are to introduce the course, identify the differences between coaching, mentoring and counselling, review the GROW model for coaching, discuss the role of contracting, and provide opportunities for coaching practice and supervision. Participants will also complete an activity to better understand the skills of an effective coach and mentor. The document defines coaching, mentoring and counselling. It also outlines the course assignments which are focused on applying coaching/mentoring skills and are due in December and January. Participants are asked to maintain confidentiality and engage in a getting-to-know you activity.
This document outlines the agenda and objectives for Day 1 of a Level 5 Certificate in Coaching and Mentoring course. The aims for Day 1 are to introduce the course, identify the differences between coaching, mentoring and counselling, review the GROW model for coaching, discuss the role of contracting, and provide opportunities for coaching practice and supervision. The document defines coaching, mentoring and counselling. It also discusses similarities and differences between coaching and mentoring, and identifies key skills of coaches and mentors. Learners undertake coaching sessions in groups and complete a learning log. They are asked to identify coachees/mentees and begin working on their first assignment addressing specific assessment criteria.
This document provides an overview and orientation for students in the TRIO Student Support Services (SSS) program at Sam Houston State University. It outlines the benefits of participating in TRIO, including priority registration, academic coaching, tutoring resources, and scholarship opportunities. It introduces the TRIO staff members and their roles. It also describes the responsibilities of students in the program and explains the academic, financial, and career services available to help students succeed, such as academic advising, budget counseling, and the Focus 2 career exploration tool.
NCIIA 2014 - Adapting Lean Startup in NUvention WebTodd Warren
Michael Marasco I gave this presentation at NCIIA 2014 in San Jose on March 22, 2014. We talked about our experience evolving the curriculum using iCorp tools: UDACITY course, Startup Owners Manual, and LeanLaunchpad. We give 6 lessons for educators that we took away from using the iCorp material
This document provides an overview and introduction to a youth entrepreneurship program. It outlines the following key points:
- The program will teach financial literacy, career readiness, entrepreneurship education, and college prep over 12 months.
- Students will learn 21st century job skills, earn up to 12 college credits, and have the opportunity to run a social enterprise business.
- The program consists of online learning, in-class instruction, hands-on experiences, and completing action items. Students will meet 4 times per week or every Saturday.
- The schedule also includes e-learning assignments and off-site activities like internships, mentor meetings, and SAT prep.
- Instructors are introduced
How we operate a University Startup Accelerator at MITKyle Judah
The Global Founders' Skills Accelerator (GFSA) is a 3-month summer program that provides funding, mentoring, and skills training to top student startups from MIT and other international schools. It is housed at MIT's Martin Trust Center for Entrepreneurship and aims to scale the impact of student ventures. The unstructured predecessor helped startups like Locu, while GFSA has expanded globally to work with teams from China, Germany, and more. The 2014 program aimed to support even bigger ideas with 12 MIT teams and 4 international teams participating in customer development training, mentorship, and pitching opportunities.
This document outlines the syllabus for a 1.5 credit course called "The Lean Launchpad" that teaches students the process of customer discovery and business model iteration for startups. The course is experiential, requiring students to conduct customer interviews daily, present their business models and lessons learned, and receive feedback from instructors and peers. It is taught using a flipped classroom model, with video lectures assigned as homework. Students work in teams to develop and test hypotheses about their business ideas through customer discovery. The goal is to provide an entrepreneurial experience that mirrors the real-world pressures of starting a company.
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
Leading Effective Meetings a Model for Student Engagement Bonner Foundation
A workshop for the 2019 Bonner Summer Leadership Institute at Waynesburg College. The workshop was about how to lead effective meetings while keeping students engaged. It was presented by Kelly Finn (Brown University) and Joshua Rodriguez (Brown University)
Presentation at the HEA-funded workshop 'Using active and experiential Learning to improve student employability in Business and Marketing'.
This workshop was aimed at colleagues seeking ideas and advice about incorporating active and experiential learning into the marketing curriculum or wishing to improve upon current practice. The workshop identified various approaches which enable students to gain valuable employability skills and considered the benefits and disadvantages of these approaches.
This presentation is part of a related blog post that provides an overview of the event: http://bit.ly/NanSOJ
For further details of the HEA's work on active and experiential learning in the Social Sciences, please see: http://bit.ly/17NwgKX
Ask the Expert - Essential Strategies for Your Next Career Development EventMercedes Rodríguez
Join us as we dive into the benefits involved with hosting career-themed events. We'll walk through success stories from your peers and provide actionable tips for turning your next event into a success!
This document provides information about an online forum hosted by Learning Cafe to discuss reimagining instructor-led classroom learning through flipping instruction and using storytelling. The forum will include a panel discussion on these topics as well as ways to get involved through Q&A, chat, or using the Twitter backchannel. Learning Cafe also offers blogs, magazines, webinars, and workshops on building learning and development capabilities. Upcoming topics that will be discussed include social learning in the workplace and challenges to current classroom models. Community members are encouraged to participate, contribute blogs, and join initiatives to further discuss these issues.
Empower your employees with modern learning communication and performance too...Human Capital Media
Join this informative session to hear how Debra Kellogg, manager of education, performance, and communications at Toshiba, built a next-generation employee portal for a global audience. Combining their LMS with modern e-learning courses, Kellogg developed the Toshiba Academy, the Toshiba Connect Communication Portal, and the company’s conversation-driven performance program, IGNITE!. You’ll learn how a very lean L&D team deployed these in the United States and Latin America in less than a year, along with tips on providing your learners with tools for success.
Learning Objectives/Session Takeaways:
Empower your employees with tools for success in today’s busy world.
Understand when and how to leverage partners' expertise to work more efficiently.
Gain ideas on how to deploy a coaching, learning, and goal-oriented culture!
Learn how to leverage today’s technology to meet tight budget and ROI training requirements.
Class syllabus for 5-Day Lean Launchpad class with Steve Blank.
This course provides real world, hands-on learning on what it’s like to actually start a high-tech company. This class is not about how to write a business plan. It’s not an exercise on how smart you are in a classroom, or how well you use the research library to size markets. And the end result is not a PowerPoint slide deck for a VC presentation.
This is a practical class – essentially a lab, not a theory or “book” class. Our goal, within the constraints of a classroom and a limited amount of time, is to create an entrepreneurial experience for you with all of the pressures and demands of the real world in an early stage start up.
You will be getting your hands dirty talking to customers, partners, competitors, as you encounter the chaos and uncertainty of how a startup actually works. You’ll work in teams learning how to turn a great idea into a great company. You’ll learn how to use a business model to brainstorm each part of a company and customer development to get out of the classroom to see whether anyone other than you would want/use your product. Finally, based on the customer and market feedback you gathered, you would use agile development to rapidly iterate your product to build something customers would actually use and buy. Each day will be a new adventure outside the classroom as you test each part of your business model and then share the hard earned knowledge with the rest of the class.
The document provides guidance for GDSC leads on leadership skills and event management. It discusses responsibilities of a lead such as registering the chapter, forming a core team, nominating a faculty advisor, and creating learning opportunities. It also addresses potential challenges leads may face like a speaker cancelling, running out of budget or venue, and resolving team conflicts. The document emphasizes skills like effective communication, empathy, accountability and having backup plans. It encourages leads to remain calm, find solutions and turn challenges into opportunities when issues arise.
This document provides an overview and introduction to the MKTG 6226F: Social Media for Marketing and Management course. It outlines the key details of the course including the professor, location and contact information. It then summarizes the major components of the course including learning objectives, the participative and collaborative learning experience, assignments and their weightings, and the overall roadmap and timeline of topics to be covered throughout the 12 week class.
MGMT 1001 Managing Organisations and People Session DioneWang844
MGMT 1001
Managing Organisations
and People
Session 2 2016
Dr Lynn Gribble
Today is about
Getting started
Understanding what is in the course overall
and your learning over the next 12 weeks
Understanding your role, our role as
lecturers and your tutor’s role
Some things to note about uni
This is not year 13, it will be different than
high school
No one will chase you, you have to be
independent learners
Its less specific than high school
Remember it’s a first year course
Depth and breadth, analysis and critique
What happens in MGMT 1001?
Success comes from reading before the lecture and being prepared
The Role of Students
– Lectures are designed to challenge your thinking. Sometimes they are funny
(laugh & enjoy), interactive, 2-way communications, curious, mind
expansion, critical thinking, constructive feedback, and we celebrate
diversity!
The lectures are focussed Learning
– Each lecture will have learning objectives. By the end of the lecture, you
should ask yourself whether you have achieved the learning
objectives of the lecture. These match the course information in the text
book but look to make connections and explanations. These aer to expand
upon what you have read.
Do not expect to be Spoon-Fed
– These are lectures – each lecturer will explore the content with you. These
form the framework to facilitate students’ further in-depth learning of the
topics of MGMT 1001.
– You will need to read the text each week. Attend your tutorial each week to
apply what you have been learning. The tutes are not substitute lectures.
You will need to do more than come to lectures, tutes and read your text.
You need to ENGAGE with the management literature
More about MGMT 1001
The lectures explore content. The tutorials
explore application and experience of that
content
Questions? Go to the discussion board, or
ask your tutor in their consult.
Make sure you identify yourself in emails by
name student number and course
Getting started
Why are you studying Managing
organisations and people?
Everything you do involves both
organisations and people
Reflective Questions to guide this lecture
Part 1:Important things about this course
1. How can you be successful in this course
2. What important time lines and processes will assist me to be more successful
in this course?
3. Who does what and what can I expect during this course?
Part 2: Organisations and Management
1. What is an organisation?
2. Understanding the changing context of organisations today
3. What are the challenges of managing in today’s organisations?
Why study organisations and
management?
Most important selection criteria when recruiting graduates 2011
1. Interpersonal and communication skills (written and oral)
2. Passion/Knowledge of industry/Drive/Commitment/Attitude
3. Critical reasoning and analytical skills/Problem solving/Lateral
thin ...
This document provides advice for fundraising careers, including how to broaden your experience and skills to progress in your career. It recommends gaining experience in different areas like individual giving, corporate fundraising, and events to be perceived as more well-rounded. It also suggests taking on additional responsibilities, networking, gaining management experience, and continuously learning to advance into manager or director roles. Broadening skills can be done through internal projects, volunteering, training, and mentoring. Maintaining expertise through continuing education and staying up to date on trends is also important for career success.
Medha has years of experience delivering workshops to our employees and partners in the education space. Our workshop model builds participants’ capacity to deliver our curricula through effective facilitation and activity-based learning.
Here we lay out the essence of our model - what we call our Learning Journey. This model is flexible and can be adapted for any education or curriculum workshop, training of trainers (ToT), or capacity-building program.
This document outlines the agenda and goals for Day 1 of a Level 5 Certificate in Coaching and Mentoring course. The aims for Day 1 are to introduce the course, identify the differences between coaching, mentoring and counselling, review the GROW model for coaching, discuss the role of contracting, and provide opportunities for coaching practice and supervision. Participants will also complete an activity to better understand the skills of an effective coach and mentor. The document defines coaching, mentoring and counselling. It also outlines the course assignments which are focused on applying coaching/mentoring skills and are due in December and January. Participants are asked to maintain confidentiality and engage in a getting-to-know you activity.
This document outlines the agenda and objectives for Day 1 of a Level 5 Certificate in Coaching and Mentoring course. The aims for Day 1 are to introduce the course, identify the differences between coaching, mentoring and counselling, review the GROW model for coaching, discuss the role of contracting, and provide opportunities for coaching practice and supervision. The document defines coaching, mentoring and counselling. It also discusses similarities and differences between coaching and mentoring, and identifies key skills of coaches and mentors. Learners undertake coaching sessions in groups and complete a learning log. They are asked to identify coachees/mentees and begin working on their first assignment addressing specific assessment criteria.
This document provides an overview and orientation for students in the TRIO Student Support Services (SSS) program at Sam Houston State University. It outlines the benefits of participating in TRIO, including priority registration, academic coaching, tutoring resources, and scholarship opportunities. It introduces the TRIO staff members and their roles. It also describes the responsibilities of students in the program and explains the academic, financial, and career services available to help students succeed, such as academic advising, budget counseling, and the Focus 2 career exploration tool.
NCIIA 2014 - Adapting Lean Startup in NUvention WebTodd Warren
Michael Marasco I gave this presentation at NCIIA 2014 in San Jose on March 22, 2014. We talked about our experience evolving the curriculum using iCorp tools: UDACITY course, Startup Owners Manual, and LeanLaunchpad. We give 6 lessons for educators that we took away from using the iCorp material
This document provides an overview and introduction to a youth entrepreneurship program. It outlines the following key points:
- The program will teach financial literacy, career readiness, entrepreneurship education, and college prep over 12 months.
- Students will learn 21st century job skills, earn up to 12 college credits, and have the opportunity to run a social enterprise business.
- The program consists of online learning, in-class instruction, hands-on experiences, and completing action items. Students will meet 4 times per week or every Saturday.
- The schedule also includes e-learning assignments and off-site activities like internships, mentor meetings, and SAT prep.
- Instructors are introduced
Similar to Report entrepreneurship pilot december 2017 (20)
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
2. Contents of the course
-Customer
Discovery
- Value
proposition
Day
1
-Design
business
model
-Lean
Startup
Day
2
-Business
Plan (Intro)
-Pitch deck
creation
Day
3
6. Participation
▪ Every person was completely
engaged in the work during each
session.
▪ 1 sign-up in the second session.
Was probably looking for more
personalized 1-on-1 support.
▪ 100% of punctuality for each
session.
Clase Workshops 1-on-1
Team 1 3 3
Team 2 2 2
Team 3 2 0
Team 4 1 1
Team 5 1 0
8. Feedback
What worked well?
▪ Working in a multicultural group
▪ Having a structured way of working
▪ Learning step by step methodologies
▪ Having the opportunity to apply for a
micro-loan
What did not work so well?
▪ Some people were not very
interested in listening to each other
presentations
▪ Just one of the teams attended the
closure event
▪ The program was not long enough to
follow up the projects development
or to give participants an alternative
line of support.
11. Intensive + Follow up
▪ 1 Week of intensive training
▪ 8-12 weeks of optional follow up / mentorship
12. Intensive program - Pros and cons
Pros
▪ Easier to engage people
▪ The intensive program serves as a
filter to give further support
Cons
▪ Too much information in very short
time
▪ Participants only work together for a
week
▪ Not very flexible. If a candidate is
very interested but cannot attend in
the scheduled week she misses the
whole program
13. Recurring independent training and mentorship
▪ Weekly training class
▪ Weekly schedulable one-on-one mentorships
▪ No need to engage
▪ Optional: Certificate after attending X number of classes
▪ Optional: Opportunity to pitch for funding after attending X number of 1-on-1
sessions.
▪ Optional: Opportunity leverage Hestia Hellas’ networks to get resources
▪ Other incentives.
14. Recurring program - Pros and cons
Pros
▪ Flexibility
▪ More different types of groups can
participate. Some might be interested
only in training while others only in
mentorship.
▪ Classes could be provided by different
experts (marketing, finance, business
dev., etc.)
▪ Need for long term coordinator, not
necessarily long term experts (though
highly desirable).
Cons
▪ Lower engagement. It could be
increased by giving opportunity to
access funding, a certificate or other
incentives.
▪ More need to advertise
▪ Difficult to balance number of
participants every day
15. Full 3/6 months program
▪ Weekly training class
▪ Weekly schedulable one-on-one mentorships
▪ Engagement mandatory
▪ Optional: Certificate after attending X number of classes
▪ Optional: Opportunity to pitch for funding after attending X number of 1-on-1
sessions.
▪ Optional: Opportunity leverage Hestia Hellas’ networks to get resources
▪ Other incentives.
16. Full Program - Pros and cons
Pros
▪ Better engagement
▪ Easier planning
▪ Less advertisement costs
Cons
▪ Not flexible
▪ Drop-outs not easily recoverable
▪ Costly selection process.
▪ Risk of leaving out people who could
be highly benefited by the program.
▪ Requires long term volunteers