The document is a selection report for Wanchen Sun for the position of Sales Representative. It includes a Prevue Results Graph comparing Wanchen Sun's scores on various assessments to the benchmark scores for the position. It finds that Wanchen Sun is a generally strong candidate who is well-suited for the position, with some potential challenges to explore in the interview around her level of competitiveness, spontaneity, and tolerance for introversion. The report provides suggested interview questions to further examine these areas where Wanchen Sun's scores did not fully match the benchmark.
This document discusses delegation management. It explains that delegation enables organizational growth and increases project completion time by building trust amongst teams and allowing for employee professional development, while also reducing stress and improving work-life balance. The document outlines how to delegate by understanding objectives, determining if tasks can be delegated, assessing timelines, choosing the right employees, getting details, and implementing the delegation plan.
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
This document discusses performance management as a methodology for assessing and reporting on organizational progress, management, and governance impact. It provides an overview of performance management systems, including their purpose of achieving objectives, process optimization, and managing outcomes. Various models of performance management systems are described, such as the balanced scorecard and critical few model. Methods for evaluating performance management systems include the SMART-ER test, quality check, and three criteria test. Key aspects of effective performance management systems are outlined.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
The document discusses leadership styles and theories. It begins by describing a story about leaders guiding workers to clear a jungle to build a port. It then discusses different leadership styles like autocratic, democratic, laissez-faire, and paternalistic. It also summarizes several leadership theories including trait theory, behavioral theories, role theory, the managerial grid model, participative theories, and Likert's leadership styles. The document provides an overview of concepts related to leadership.
The document discusses different leadership styles including autocratic, bureaucratic, democratic, laissez-faire, and servant leadership. It provides descriptions of each style and when they may be most or least effective. Additional topics covered include types of power and authority, varying leadership based on situation and individual, and examples of Filipino leadership styles like paternalistic, authoritative, benevolent, and coaching. The document advocates that the best leaders adapt their style to suit the situation and that developing trust and respect is important for effective leadership.
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.
For More Details Visit Now: https://www.dewaninstitutes.com/
This document discusses delegation management. It explains that delegation enables organizational growth and increases project completion time by building trust amongst teams and allowing for employee professional development, while also reducing stress and improving work-life balance. The document outlines how to delegate by understanding objectives, determining if tasks can be delegated, assessing timelines, choosing the right employees, getting details, and implementing the delegation plan.
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
This document discusses performance management as a methodology for assessing and reporting on organizational progress, management, and governance impact. It provides an overview of performance management systems, including their purpose of achieving objectives, process optimization, and managing outcomes. Various models of performance management systems are described, such as the balanced scorecard and critical few model. Methods for evaluating performance management systems include the SMART-ER test, quality check, and three criteria test. Key aspects of effective performance management systems are outlined.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
The document discusses leadership styles and theories. It begins by describing a story about leaders guiding workers to clear a jungle to build a port. It then discusses different leadership styles like autocratic, democratic, laissez-faire, and paternalistic. It also summarizes several leadership theories including trait theory, behavioral theories, role theory, the managerial grid model, participative theories, and Likert's leadership styles. The document provides an overview of concepts related to leadership.
The document discusses different leadership styles including autocratic, bureaucratic, democratic, laissez-faire, and servant leadership. It provides descriptions of each style and when they may be most or least effective. Additional topics covered include types of power and authority, varying leadership based on situation and individual, and examples of Filipino leadership styles like paternalistic, authoritative, benevolent, and coaching. The document advocates that the best leaders adapt their style to suit the situation and that developing trust and respect is important for effective leadership.
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.
For More Details Visit Now: https://www.dewaninstitutes.com/
The document discusses the concept of leadership agility and introduces the Leadership Agility 360 assessment tool. It defines leadership agility as the ability to flexibly adapt leadership style based on the situation. The assessment measures an individual's leadership agility across four dimensions and three levels. Coaching is then used to help participants understand their agility scores, identify areas for growth, and develop plans to enhance their leadership skills and abilities. The goal is to cultivate more agile, visionary, collaborative and learning-oriented leaders who can navigate complex challenges and drive organizational transformation.
What are the characteristics of high performing teams? What distinguishes a high to mediocre performing team?
About this event
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Effective delegation is a critical function in the overall leadership and organizational management context. Here is a brief presentation on the art and process of delegation.
The document discusses emotional intelligence and its importance for leadership. It defines emotion and emotional intelligence, noting that EI involves the ability to monitor one's own and others' feelings and use this information to guide thinking and action. The document outlines five elements of EI and lists EI leadership competencies like self-awareness, self-management, social awareness, and relationship management. It emphasizes that developing EI through self-directed learning is key for leadership, and that inspirational leadership requires skills like empathy, modeling behavior, and enabling others. Building an emotionally intelligent organization starts with leaders becoming emotionally intelligent themselves.
Each one of you can be a Leader, Just that you have to work towards it!
Leadership is a skill that can be acquired with the implementation of carefully thought of steps!
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
This document provides an overview of change management for new supervisors. It discusses assessing readiness for change and establishing clear objectives and expectations. It also covers implementing change through communication from supervisors, tracking progress, and managing resistance. Finally, it discusses returning to a new normal state by reviewing results and updating processes. Effective change management requires proper planning, clear goals, strong team involvement, and persistence through communication.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
ORGANIZATIONAL LEADERSHIP
Learning Outcomes:
At the end of this chapter, you should be able to:
explain what organizational leadership is;
distinguish between leadership and management;
describe different organizational leadership styles;
expalin what situational leadership, servant leadership are; and
discuss how to sustain change in an organization.
ORGANIZATIONAL LEADERSHIP
ORGANIZATIONAL STYLE:
AUTOCRATIC STYLE
CONSULTATIVE STYLE
DEMOCRATIC STYLE
LAISSEZ FAIRE
AUTOCRATIC STYLE
Autocratic comes from the Greek root word “auto” which means “self”, and “kratos” which means “power”
Autocratic leaders do decision making by themselves.
Autocratic organizations assume and expect their leaders to be autocratic leaders within preset framework of rules and regulations.
Three Types of Autocratic Leadership:
Directing Autocratic Leadership-employees are explicitly told what to do.
Permissive Autocratic Leadership-the leaders makes the decision but allows emplyoyees to choose how to complete assigned tasks to a certain extent.
Paternalistic Autocratic Leadership-the leader directs and make all final decisions, but with the well-being of the team members as a priority.
PROS & CONS OF AUTOCRATIC LEADERSHIP:
Pros:
High clarity on structure and roles
Quick decision making
Improved crisis management
Strong guidance increases the perfoemance of inexperienced team member
Strong target focus
Cons:
It requires total control
Lack of empowerment
Strong dependency on the skills of the autocratic leader
Too high dependency on the leader
Complete lack of trust
Use of intimidation
CONSULTATIVE STYLE:
Consultative leaders allow participation of the members of the organization by consulting them but make the decision themselves.
Negative Effects: managers are prone to overuse the consultative leadership style due to the perception that everyone is getting a say, despite the possibility for a large amount of unnecessary being formed.
DEMOCRATIC STYLE:
The word “democracy” originates from the Greek words “demos” which means “people” and “kratia” which means “power or rule”
Democratic leaders allow members of the organization to fully participate in decision making.
A democratic management style can improve your culture of employee engagement, commitment and job satisfaction.
LAISSEZ FAIRE:
Laissez faire is a French word that means “leave alone”
In laissez faire or free-rein leadership style, leaders avoid responsibility and leave the members of the organization to establish their own work.
Power is transferred to the team members.
The leader remains responsible for providing resources.
All decision making is left to the team.
PROS & CONS OF LAISSEZ FAIRE LEADERSHIP
Pros
A highly experienced and skilled team can thrive
Team members have creative freedom
The retention rate of experts can increase
Cons
Teams that need concistent guidance fall apart
The leader as uncaring and absent
Productivity decreases
Team members are confused about their roles
THE SITUATIONAL LEADER
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Kumpulan 5 - The Leader Follower Relationshipainull2
The document discusses the Leader-Member Exchange (LMX) Theory, which focuses on the quality of the relationship between leaders and individual followers. It goes through the key concepts of LMX Theory, including that leaders form different types of relationships - an in-group who receive more opportunities and an out-group who receive fewer opportunities. The document also outlines the stages of LMX Theory development, advantages in building high-quality relationships, and criticisms of the theory.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
The document discusses effective delegation in organizations. It notes that delegation allows managers to focus on other initiatives while developing employees. The benefits of delegation include increased productivity, flexibility, trust and morale. However, delegation often fails when managers do not follow steps to define tasks clearly, communicate expectations, and provide feedback. The key is for managers to delegate responsibilities appropriately while maintaining accountability. Overall, the document advocates that delegation, when done correctly, can improve outcomes for individuals, teams and entire organizations.
This document summarizes several theories of leadership. It discusses trait theory, which focuses on innate qualities, and behavioral theory, which examines how behaviors differentiate leaders. It also outlines models from the University of Iowa, Ohio State University, University of Michigan, and the managerial grid. Additionally, it covers situational contingency theory, including Fiedler's contingency theory and Hersey and Blanchard's contingency model. The Hersey-Blanchard model proposes that leadership style should depend on followers' maturity levels, matching styles like telling, selling, participating and delegating to low, medium and high maturity.
This document discusses change management and how to effectively implement organizational change. It provides:
1) Learning objectives around how employers and employees can introduce and accept change.
2) An overview of different types of change including strategic, operational, and transformational change.
3) Steps for achieving transformational change such as establishing urgency and empowering others.
4) Barriers to change like resistance, unrealistic expectations, and lack of change management programs.
An introductory presentation into Servant Based Leadership. Designed to help someone unfamiliar with the concept gain a basic understanding of the pillars and principles that this type of leadership is based upon.
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
The document provides 10 tips for enhancing leadership skills presented by Maria Afzal, including getting a reality check, not using the power of your position, listening to employees, stopping providing solutions, always being constructive, judging success by team success, including humor, and letting employees know the real you.
Empreendimento Imobiliário East Village: 4 suites na rua Gastão Rush, Niterói/RJ - APARTAMENTOS TIPO DE 168m² E COBERTURAS DE 177m²
ÁREA DE LAZER COMPLETA PARA SUA FAMÍLIA!!!
The document discusses the concept of leadership agility and introduces the Leadership Agility 360 assessment tool. It defines leadership agility as the ability to flexibly adapt leadership style based on the situation. The assessment measures an individual's leadership agility across four dimensions and three levels. Coaching is then used to help participants understand their agility scores, identify areas for growth, and develop plans to enhance their leadership skills and abilities. The goal is to cultivate more agile, visionary, collaborative and learning-oriented leaders who can navigate complex challenges and drive organizational transformation.
What are the characteristics of high performing teams? What distinguishes a high to mediocre performing team?
About this event
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Effective delegation is a critical function in the overall leadership and organizational management context. Here is a brief presentation on the art and process of delegation.
The document discusses emotional intelligence and its importance for leadership. It defines emotion and emotional intelligence, noting that EI involves the ability to monitor one's own and others' feelings and use this information to guide thinking and action. The document outlines five elements of EI and lists EI leadership competencies like self-awareness, self-management, social awareness, and relationship management. It emphasizes that developing EI through self-directed learning is key for leadership, and that inspirational leadership requires skills like empathy, modeling behavior, and enabling others. Building an emotionally intelligent organization starts with leaders becoming emotionally intelligent themselves.
Each one of you can be a Leader, Just that you have to work towards it!
Leadership is a skill that can be acquired with the implementation of carefully thought of steps!
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
This document provides an overview of change management for new supervisors. It discusses assessing readiness for change and establishing clear objectives and expectations. It also covers implementing change through communication from supervisors, tracking progress, and managing resistance. Finally, it discusses returning to a new normal state by reviewing results and updating processes. Effective change management requires proper planning, clear goals, strong team involvement, and persistence through communication.
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
ORGANIZATIONAL LEADERSHIP
Learning Outcomes:
At the end of this chapter, you should be able to:
explain what organizational leadership is;
distinguish between leadership and management;
describe different organizational leadership styles;
expalin what situational leadership, servant leadership are; and
discuss how to sustain change in an organization.
ORGANIZATIONAL LEADERSHIP
ORGANIZATIONAL STYLE:
AUTOCRATIC STYLE
CONSULTATIVE STYLE
DEMOCRATIC STYLE
LAISSEZ FAIRE
AUTOCRATIC STYLE
Autocratic comes from the Greek root word “auto” which means “self”, and “kratos” which means “power”
Autocratic leaders do decision making by themselves.
Autocratic organizations assume and expect their leaders to be autocratic leaders within preset framework of rules and regulations.
Three Types of Autocratic Leadership:
Directing Autocratic Leadership-employees are explicitly told what to do.
Permissive Autocratic Leadership-the leaders makes the decision but allows emplyoyees to choose how to complete assigned tasks to a certain extent.
Paternalistic Autocratic Leadership-the leader directs and make all final decisions, but with the well-being of the team members as a priority.
PROS & CONS OF AUTOCRATIC LEADERSHIP:
Pros:
High clarity on structure and roles
Quick decision making
Improved crisis management
Strong guidance increases the perfoemance of inexperienced team member
Strong target focus
Cons:
It requires total control
Lack of empowerment
Strong dependency on the skills of the autocratic leader
Too high dependency on the leader
Complete lack of trust
Use of intimidation
CONSULTATIVE STYLE:
Consultative leaders allow participation of the members of the organization by consulting them but make the decision themselves.
Negative Effects: managers are prone to overuse the consultative leadership style due to the perception that everyone is getting a say, despite the possibility for a large amount of unnecessary being formed.
DEMOCRATIC STYLE:
The word “democracy” originates from the Greek words “demos” which means “people” and “kratia” which means “power or rule”
Democratic leaders allow members of the organization to fully participate in decision making.
A democratic management style can improve your culture of employee engagement, commitment and job satisfaction.
LAISSEZ FAIRE:
Laissez faire is a French word that means “leave alone”
In laissez faire or free-rein leadership style, leaders avoid responsibility and leave the members of the organization to establish their own work.
Power is transferred to the team members.
The leader remains responsible for providing resources.
All decision making is left to the team.
PROS & CONS OF LAISSEZ FAIRE LEADERSHIP
Pros
A highly experienced and skilled team can thrive
Team members have creative freedom
The retention rate of experts can increase
Cons
Teams that need concistent guidance fall apart
The leader as uncaring and absent
Productivity decreases
Team members are confused about their roles
THE SITUATIONAL LEADER
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Kumpulan 5 - The Leader Follower Relationshipainull2
The document discusses the Leader-Member Exchange (LMX) Theory, which focuses on the quality of the relationship between leaders and individual followers. It goes through the key concepts of LMX Theory, including that leaders form different types of relationships - an in-group who receive more opportunities and an out-group who receive fewer opportunities. The document also outlines the stages of LMX Theory development, advantages in building high-quality relationships, and criticisms of the theory.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
The document discusses effective delegation in organizations. It notes that delegation allows managers to focus on other initiatives while developing employees. The benefits of delegation include increased productivity, flexibility, trust and morale. However, delegation often fails when managers do not follow steps to define tasks clearly, communicate expectations, and provide feedback. The key is for managers to delegate responsibilities appropriately while maintaining accountability. Overall, the document advocates that delegation, when done correctly, can improve outcomes for individuals, teams and entire organizations.
This document summarizes several theories of leadership. It discusses trait theory, which focuses on innate qualities, and behavioral theory, which examines how behaviors differentiate leaders. It also outlines models from the University of Iowa, Ohio State University, University of Michigan, and the managerial grid. Additionally, it covers situational contingency theory, including Fiedler's contingency theory and Hersey and Blanchard's contingency model. The Hersey-Blanchard model proposes that leadership style should depend on followers' maturity levels, matching styles like telling, selling, participating and delegating to low, medium and high maturity.
This document discusses change management and how to effectively implement organizational change. It provides:
1) Learning objectives around how employers and employees can introduce and accept change.
2) An overview of different types of change including strategic, operational, and transformational change.
3) Steps for achieving transformational change such as establishing urgency and empowering others.
4) Barriers to change like resistance, unrealistic expectations, and lack of change management programs.
An introductory presentation into Servant Based Leadership. Designed to help someone unfamiliar with the concept gain a basic understanding of the pillars and principles that this type of leadership is based upon.
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
The document provides 10 tips for enhancing leadership skills presented by Maria Afzal, including getting a reality check, not using the power of your position, listening to employees, stopping providing solutions, always being constructive, judging success by team success, including humor, and letting employees know the real you.
Empreendimento Imobiliário East Village: 4 suites na rua Gastão Rush, Niterói/RJ - APARTAMENTOS TIPO DE 168m² E COBERTURAS DE 177m²
ÁREA DE LAZER COMPLETA PARA SUA FAMÍLIA!!!
Este documento describe tres riesgos de la información electrónica: 1) virus informáticos que infectan archivos y se propagan, 2) ataques informáticos intencionados que pueden causar daños al sistema desde triviales a ilimitados, y 3) vacunas informáticas como antivirus que detectan, eliminan y protegen contra virus mediante comparación de firmas u otros métodos.
Este documento proporciona información sobre herramientas en la nube como Google Drive y SlideShare, y sobre cómo diseñar e implementar un blog. Explica cómo usar Google Drive para crear, editar, compartir y descargar documentos en la nube, y cómo usar SlideShare para publicar presentaciones. También describe los pasos para crear y publicar entradas en un blog usando la plataforma Blogger de Google.
This document provides an introduction to basic statistics concepts. It defines statistics as the science of collecting, organizing, presenting, analyzing, and interpreting numerical data to assist with decision making. Statistics are used widely in fields such as marketing, healthcare, sports, education and more. The document outlines different types of statistics including descriptive statistics, which organize and summarize data, and inferential statistics, which make estimates about populations based on samples. It also defines variables, scales of measurement including nominal, ordinal, interval and ratio scales, and provides examples of each.
Faramarz Didar has been awarded a Postgraduate Diploma with Merit from the University of Central Lancashire for completing an approved program in non-surgical facial aesthetics for dentists in November 2013. The Chancellor of the University of Central Lancashire has certified that Faramarz Didar earned this Postgraduate Diploma.
O documento discute os princípios e práticas da entrega contínua de software, incluindo a automação de processos, construção com qualidade e melhoria contínua. A entrega contínua é descrita como uma atitude de criar um processo confiável e repetível para lançar software de forma frequente e automatizada.
O documento discute o conceito de cidadania, desde suas origens na Grécia antiga até os dias atuais. Apresenta os diferentes tipos de cidadania, como social, universal e política, e define cidadania como o conjunto de direitos e deveres de um indivíduo em uma sociedade democrática.
A soccer match results table shows Jack-Tekkilla defeated noFuture in the final match. Recreativo F.C tied with Leão RN in the third place match. The table lists the teams that played in the final and third place matches of a soccer tournament.
1.- Diferencias entre norma moral, norma jurídica, norma social y norma deontológica.
2.- Relación de la ética con otras disciplinas de las ciencias sociales y humanas.
3.- Definición e importancia de los códigos de ética.
Este documento discute factores que contribuyen a la intolerancia al ejercicio en enfermedades respiratorias crónicas y entrenamiento para mejorar el desempeño durante el ejercicio. Describe cómo la rehabilitación respiratoria juega un papel clave en el tratamiento optimizando el tratamiento convencional. También describe diferentes tipos de entrenamiento como aeróbico, de fuerza y estimulación eléctrica que pueden mejorar la tolerancia al ejercicio y la función muscular.
O documento apresenta os principais frameworks PHP, discutindo os benefícios de seu uso em relação a desenvolver sem um framework. Apresenta os tipos de frameworks, exemplos dos principais frameworks e erros comuns ao utilizá-los. Por fim, discute as tendências futuras com maior interoperabilidade entre componentes e frameworks.
Canada Pure offers comprehensive solutions for establishing microbreweries, including equipment, process technology, recipes, marketing support, and staff training. With over four decades of experience and in partnership with Prodeb Brewery Technology of Belgium, Canada Pure provides turnkey projects from concept to completion. A range of equipment options are available to suit different production needs.
leadership resourceTen steps to carrying out a SWOT analysisChris Pear.docxestefana2345678
leadership resource
Ten steps to carrying out a SWOT analysis Chris Pearce offers a guide to help nursing leaders analyse their aotivities
A SWOT ANALYSIS is an effecrive way of identifying your strengths
and weaknesses, and of examining the opportunities and threats you
face. Carrying out an analysis using the SWOT framework will help
you and your team focus your activities on where you are strongest,
and where your greatest opportunities lie,
7 C0NSIDERTHE USES OF SWOT
This technique can be used in various situations includ-
ing business planning, team building and away days, as
well as when you review the work of your team, during change man-
agement processes and even in your personal career planning.
2 PREPARETHE GROUND
Draw a box on a flip chart or whiteboard, or even a
piece of paper, and divide it into four equal sections.
Each section should be labelled as follows: Strengths, Weaknesses,
Opportunities and Threats,
3 CONSIDER YOUR STRENGTHS
On your own, or with your group or team, decide what
your strengths are, what you do well and what other
people see as your strengths. Consider this from both your own point
of view and from the perspectives of the people with whom you work,
lie realistic, not modest. If you have difficulty with this, try listing your
characteristics. Some of these will probably be strengths.
4 CONSIDER YOUR WEAKNESSES
Ask yourself questions about, for example, what you
could improve about yourself, what you do badly or
what you should avoid. Consider these questions from different
points of view, as other people may perceive weaknesses in you that
you do not see. It is best to be realistic now, and to face unpleasant
truths about yourself as soon as possible.
5 CONSIDER YOUR OPPORTUNITIES
What opportunities are before you? Of what interest-
ing trends are you aware? Useful opportunities can arise
from changes in technology, government policy and social pattems,
or from within your organisation.
6 CONSIDERTHE THREATS
What obstacles confront you? Are the specifications of
your job, or the service you provide, changing? Is chang-
ing technology threatening your position?
7 USE INFORMATION: INTERNAL FACTORS
Strengths and weaknesses are intemal faaors. Once you
have gathered information on your strengths and weak-
nesses, and the opportunities and threats tbat you face, ask yourself
first how you can capitalise on your strengths and make greater use of
them in work situations. Strengths are the basis on whicb success can
be built, so include your strengths into your plans. But also analyse
your weaknesses and consider how you can remedy them. Draw up
an action plan based on this information,
8 USE INFORMATION; EXTERNAL FACTORS
Opportunities and threats are extemal factors. Opportun-
ities should be sought, recognised and grasped as they
arise, while threats must be acknowledged and steps must be taken
to deal with them.
9 USE SWOT IN CAREER PLANNING
You can construct your own SWOT analysis to help you
with your career .
Dereen is a detail-oriented, results-driven person who prefers to focus on operational efficiencies. She will strongly express behaviors like following through to ensure tasks are completed accurately, working at a fast pace according to schedules, and making and following detailed plans. Dereen is more technically than socially oriented and expects high standards of quality in her work and those working under her. She communicates directly and factually, and prefers to make decisions within her expertise where she can control risks. To maximize her effectiveness, Dereen should be given encouragement to pursue her own ideas, freedom from quick decisions outside her expertise, limited oversight, and opportunities to find creative solutions independently.
InstructionsThis assignment will be checked using anti-plagia.docxdirkrplav
Instructions:
This assignment will be checked using anti-plagiarism software and returned to your instructor with an originality report.
After Completion of Lab 2, Students Must complete a one page paper on a topic of their choice from the material covered in Lab 2.
It should include your name and a topic title.
It should be 1 page, 12 pt font, double spaced.
References (with whatever format you are comfortable using)should be included at the end of your paper.
This assignment is due by the Sunday, 15 November, at 11:55pm MST. (Students with Makeup Lab approval will complete the assignment after Makeup Lab).
Please attach using one of the following formats (.doc .pdf or .txt)
Turn the paper into the "Exams, Lab Reports and Research Paper" Link For Lab 1 Report.
Grading Criteria:
Lab Report Must be at least one page. (-5 for shortness of submission).
Additional page with References (use reference format you are familiar using) (-5 for no references).
Lab Report must explain how topic is discovered, developed, and applied....not a restatement of the Lab Activity. (-5 for explaining the Lab Activity).
Turn in your Report on time. (- 5 points deducted per week for late submissions!!! )
Choose ONE of the following topics:
-Light Box II: Color.
-Rainbow.
-Blue Sky.
-Interference.
-Polarizers.
-Ultraviolet Light.
-Infrared Light. (IR).
-Computer Optical Microscope.
-X-ray Fluorescence.
-Scanning Electron Microscopy.
-Optical Microscopy.
“When you’re a Spy, your job title can be anything, from Manager to Waiter, even criminal. The reason for the multitude of names? As a Spy, your job is to gather information from a range of sources, and you need to do it in any way you can. That includes putting on a disguise.
There are a few different paths that you can take to get into this career, and you can focus on a range of specialties, from technical to languages. The title “Spy” isn’t really used anymore. Instead, you’re now called a Covert Investigator or, more broadly, a CIA Agent. Whatever the title, it means you investigate and protect US interests abroad.
You investigate things like terrorism, fraud, corrupt governments, and a wide variety of other crimes. Your job is to keep Policymakers and the President of the United States aware and informed on the happenings around the world.
You can find the information you need in a lot of different ways. You might get to go undercover and pretend to be a different person, but for the most part, your job is much more routine. You carry out interviews with informants and allied Agents, analyze data, and read through research. You look for possible international problems, such as civil unrest, war, famine—anything that can cause problems for the United States.
This job involves a lot of collaboration and communication. You work with other Agents, international police forces, or informants. The informants you work with are usually average people, so the ability to speak their language is a big plus.”.
The document discusses the different types of interviews graduates may experience. There are typically three types: one-on-one interviews, psychometric tests, and panel interviews. Psychometric tests can assess personality and competencies through questionnaires and timed multiple choice tests. Panel interviews involve representatives from relevant departments like HR and the potential direct manager. The document provides examples of psychometric tests and practice resources for graduates to prepare.
Data center manager perfomance appraisal 2tonychoper1104
This document contains materials for evaluating the performance of a data center manager, including:
1) A 4-page job performance evaluation form with ratings scales to assess the manager across various job duties and responsibilities.
2) A list of additional online resources for performance appraisals, including sample forms, phrases, and guides.
3) Sample performance review phrases focused on attitudes, creativity/innovation, and decision-making that could be used in the evaluation.
The evaluation form provides a comprehensive review of the manager's skills and contributions, as well as opportunities for improvement, with the goal of improving performance.
Communication assistant perfomance appraisal 2tonychoper1904
This document provides information and resources for evaluating the job performance of a communication assistant, including:
1. Sample performance evaluation forms for rating a communication assistant's performance, strengths/weaknesses, goals, and other factors.
2. Links to free eBooks and resources on performance appraisal methods, sample phrases, key performance indicators, and tips for self-evaluations.
3. Descriptions of common performance appraisal methods like management by objectives, critical incidents, behaviorally anchored rating scales, and 360-degree feedback that can be used to evaluate a communication assistant.
Distribution center manager performance appraisaldollyramie
Distribution center manager job description,Distribution center manager goals & objectives,Distribution center manager KPIs & KRAs,Distribution center manager self appraisal
This document contains information about performance evaluation methods for communications consultants, including example phrases and tips. It discusses 12 common performance appraisal methods: management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, 360 degree feedback, and weighted checklists. For each method, it provides an overview and examples of how they can be used to evaluate strengths, weaknesses, and overall performance. The document aims to provide HR professionals with resources to conduct thorough yet constructive performance reviews.
Senior program manager perfomance appraisal 2tonychoper3104
This document contains information related to performance evaluations for a senior program manager position, including:
- Sample performance evaluation forms with rating criteria and categories to evaluate a senior program manager's performance.
- Examples of positive and negative phrases to use in performance reviews covering attributes like attitude, creativity, decision-making, interpersonal skills, and teamwork.
- An overview of 12 common methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
The document provides human resources professionals and managers with resources to conduct a thorough performance review of a senior program manager.
This document provides a job performance evaluation form for a radio program director. It includes:
- Sections for planning and reviewing performance, rating performance factors like administration, communication, and decision making. Performance is rated on a scale from outstanding to unsatisfactory.
- Areas for noting employee strengths, areas for improvement, and developing a plan of action.
- Signatures from the employee and evaluators.
- Additional pages with sample performance review phrases for factors like attitude, creativity, and decision making to help with evaluations.
The form and supplemental pages provide a structured way to evaluate a radio program director's job performance, identify strengths and weaknesses, and develop goals for improvement.
The document provides materials for evaluating the job performance of a software consultant, including:
- A 4-page performance evaluation form with ratings scales to assess the consultant across various job duties and skills.
- Links to additional online resources for performance appraisal phrases, forms, and tips for writing self-appraisals.
- Sections for reviewing the consultant's job description, strengths, areas for improvement, and signature approvals.
- A section with example performance review phrases for evaluating a software consultant's attitude, creativity, and decision-making abilities.
The document contains a summary of Arvind Kumar's strengths based on an assessment. It finds that he has strengths in areas like focus on immediate tasks over strategic issues, learning routines easily, organization, following procedures consistently, handling stress and paperwork efficiently, and getting along well with others as part of a team. However, it also notes he may have difficulties with flexibility, adapting to new situations, complex changing work, and fully admitting to weaknesses. The summaries provide an analysis of how Arvind Kumar's traits could relate to various job roles and responsibilities.
Software support specialist performance appraisalpatilpadma86
Software support specialist job description,Software support specialist goals & objectives,Software support specialist KPIs & KRAs,Software support specialist self appraisal
Data center engineer perfomance appraisal 2tonychoper5204
This document provides information and resources for conducting a performance evaluation for a data center engineer. It includes a 4-page sample performance evaluation form with rating scales and categories to evaluate an employee's performance, administration, knowledge, communication skills, and other factors. It also gives examples of positive and negative phrases to use in evaluations for creativity, decision-making, interpersonal skills, problem-solving, and teamwork. Finally, it outlines the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The goal is to help managers formally assess a data center engineer's work quality and provide constructive feedback.
This document provides materials for evaluating the job performance of a telecommunications manager, including:
1) Links to free eBooks and resources on performance appraisal phrases, forms, methods, and key performance indicators.
2) A sample multi-page performance evaluation form for a telecommunications manager, covering rating their performance on factors like administration, communication, decision-making, leadership, and more.
3) Examples of performance review phrases that could be used in evaluating a telecommunications manager's attitude, creativity, decision-making, and other skills.
2. Sales Representative Wanchen Sun
Page 3
Part 1 - Understanding this Report
Introduction
This Selection Report describes Wanchen Sun’s suitability
for the Sales Representative position at Toronto. The
information in this report comes first from reviewing the
scores on each of the scales of the Prevue Assessments
that were completed by Wanchen Sun and second from
comparing those scores to the Prevue Benchmark for the
position. Both the scores on the Prevue Assessments and
the comparison of those scores to the Prevue Benchmark
are exhibited graphically in the Prevue Results Graph in Part
2.
Prevue Assessments
The Prevue Results Graph shows Wanchen Sun’s ‘sten’
score on each of the Prevue Assessments scales
considered in the report. A sten score is a candidate’s score
on a normal bell-shaped curve representing the general
working population. The diagram below shows the normal
bell curve divided into standard tenths (‘standard tenths’ is
shortened to ‘sten’) for the Diplomatic vs. Independent
Personality Scale. The diagram also shows the percentage
of the general working population that will typically score in
each sten.
Prevue Benchmark
The Prevue Benchmark shows the preferred characteristics of an employee for a particular position. These characteristics
are displayed as a range of desired sten scores on each scale. This range is shaded and forms the benchmark for the
scale. The candidate's assessment results are shown as circled numbers and compared to the shaded ranges. The
Benchmark Suitability Score is derived from a formula analyzing the candidate's sten scores on the benchmark (circled
score is inside the shaded range) versus those scores that are off the benchmark (circled score is outside the shaded
range).
Example: The benchmark for the Diplomatic vs. Independent scale (shown above) is the shaded range of stens
from 5 to 8. Scores 5,6,7 or 8 will be on the benchmark. Scores of 1,2,3,4,9 and 10 will be off the benchmark.
4. Sales Representative Wanchen Sun
Page 5
Part 3 - Total Person Description
The Total Person Description provides an overview of Wanchen Sun compared to the general working population.
This profile is derived from the scores shown on the Prevue Results Graph.
Ms. Wanchen Sun has superior numeric skills, coupled with good ability to work with words and shapes. She is well equipped
to do challenging numeric assignments such as creating complex spreadsheets and advanced data tables. Her above average
ability with words means that moderately difficult paperwork, general office duties, and most written material are well within her
scope. She is similarly proficient in tasks that require mental manipulation of shapes and objects. These could include reading
blueprints, interpreting graphs, and following moderately difficult diagrams.
Overall, Wanchen Sun has good, versatile skills. She should learn quickly and can perform well at almost any task in the
workplace.
Ms. Sun is well motivated to work with people, less inclined to work with data, and most interested in working with things. Her
high motivation for tasks involving tools, machinery, and equipment make her an ideal candidate for technical work. Her average
interest in information processing means that she would have to exert herself in data management tasks and when doing any
detailed paperwork. Because she likes to work with others, she should do well in a position requiring social skills.
Ms. Sun is a good team player, assertive yet still considerate of others. Relationships are important to her, and she sees
mutually cooperative efforts as being the most effective. She will put herself forward in some situations but not so far as to
compromise team spirit. With appropriate encouragement, Ms. Sun can assume the role of group leader. She can deal with
confrontation except in the most extreme cases. She will often be outspoken but, in very competitive situations with new
acquaintances, Wanchen Sun is more likely to defer to others.
Wanchen Sun generally operates within established policies and procedures. When necessary, however, she can be flexible and
innovative. She is less flexible in the area of scheduling as she prefers to have a plan with a fair degree of detail. This is a strong
combination, Ms. Sun has the consistency and time management that is the foundation of productivity for most organizations,
while at the same time she can adapt to unusual needs or changing circumstances.
Wanchen Sun requires continual social stimulation and only rarely does she feel a need to be by herself. Extended periods of
solitude will be frustrating for her. Often wanting to be in the spotlight, she will usually lead any discussion but she is not inclined
to take the role of leader all the time in every activity. She enjoys meeting new people and exploring new ideas. She often acts
impulsively and long-term assignments must include variety or else she will lose interest. Ms. Sun will not tolerate a great deal of
monotony and she will thrive on challenging assignments, particularly if these contain an element of risk.
Wanchen Sun is generally rational and calm. She can take criticism quite well and, because she strives to be objective, she is
usually able to shrug off rejection and continue with her work. Most times she is relaxed and able to cope well with pressure but
can become anxious when things do not go well. Although she can work on demanding, high-pressure projects that require
dealing with people openly and objectively, Ms. Sun may feel some anxiety in such circumstances.
9. Wanchen Sun Sales Representative
Page 10
Part 5 - Individual Characteristics
The Individual Characteristics descriptions provide more information about Wanchen Sun’s scores in comparison to those of the
general working population. Scores on the Prevue Benchmark for each scale highlight Wanchen Sun’s strengths for the Sales
Representative position. Scores that are two or more stens off the Prevue Benchmark for any scale highlight prospective areas
of challenge for this candidate and should be addressed in the interview.
General Abilities
Wanchen Sun is quicker and more accurate in reasoning skills than the majority of others. She is generally quick to learn
and can absorb new information much faster than most. She is likely to be very efficient and able to deal well with change in
her working requirements and under conditions of high mental workload.
Working With Numbers
Ms. Sun shows an extremely high capacity for numerical reasoning. She is quicker and more accurate than most
employees in her capacity to reason with information derived from simple numbers.
Working With Words
Ms. Sun is talented in using language as a vehicle for reasoning and problem solving. She demonstrates a good level of
speed and accuracy when dealing with written language.
Working With Shapes
A sten score of seven is in the high average range for spatial ability. Typically this means an enhanced ability to imagine how
objects will appear even after they have been rearranged. She should feel at ease working with plans and diagrams and be
able to relate working drawings and schematics to actual objects and products.
Working With People
Ms. Sun shows a high average interest in work that involves dealing with people. She is likely to prefer employment that
involves a reasonable degree of contact with others and would not be happy working on her own. She will enjoy work that
requires difficult and demanding interpersonal skills.
10. Sales Representative Wanchen Sun
Page 11
Working With Data
Ms. Sun has some interest in working with data. Such a person may be able to relate and balance this limited interest in
data to those tasks in the job that require working with people or working with machinery and equipment. She would not
necessarily feel the need to work with data to form the major part of her job.
Working With Things
Wanchen Sun has a high level of interest in work that involves inanimate objects such as machinery, tools and equipment.
Such people are likely to be interested in a hands-on approach to designing, managing or working with things.
Diplomatic / Independent
Ms. Sun shows balance between a desire to compete and win, and a wish to coordinate team goals. She may occasionally
be controversial and argumentative when advancing her own point of view, but in other circumstances will be more
concerned with maintaining the team spirit and team effort. Such people are good at getting things done while respecting
the needs of those around them.
Cooperative / Competitive
She describes herself as a person who is both competitive and team-minded. She can work quite well motivating herself,
while building team spirit and cooperation. She compromises her need to achieve with the need to maintain relationships.
Submissive / Assertive
Depending on the situation, she can be assertive and outspoken. In groups, Ms. Sun is likely to promote herself as the
leader or spokesperson. In disputes, she will tend to affirm her position.
Spontaneous / Conscientious
This individual will be dependable, while striving to do things well in the most expedient manner. You will find that Ms. Sun
will consider the rules and work within them, rather than ignore or break them. This may lead to innovative solutions without
making radical changes.
11. Wanchen Sun Sales Representative
Page 12
Innovative / Conventional
Wanchen Sun sees herself as someone who is somewhat adaptable to change and innovation. She will seek new methods
to solve problems.
Reactive / Organized
Although she usually regards herself as organized and able to work in a controlled manner, these qualities can be altered in
some situations. For the most part, she will be reliable, working best in a planned environment.
Introvert / Extrovert
Ms. Wanchen Sun is a sociable and talkative individual, who seeks out others for stimulation and company. Ms. Sun enjoys
being the center of attention. She is generally energetic, while enjoying a lively environment. Others tend to see her as
high-spirited and impulsive.
Self-Sufficient / Group-Oriented
She is a sociable person who desires to be supported by others in a lively environment. A quiet time alone to reflect and
recover is the exception rather than the rule. She is also happiest in work situations where she has considerable contact
with others.
Reserved / Outgoing
Wanchen Sun is an outgoing, talkative individual, who wants to be the center of attention. Such people enjoy risky,
action-packed, challenging jobs. They act impulsively and quickly become bored with repetitive work. She may be
enthusiastically verbal to the point of not allowing others to express their opinion.
Emotional / Stable
In most situations, Wanchen Sun accepts people in a calm and stable manner. There will be circumstances when she
becomes apprehensive and emotional, even wary about some people, particularly their motives. In general, she is secure in
herself, remaining quite relaxed under moderate stress.
12. Sales Representative Wanchen Sun
Page 13
Restless / Poised
In the face of difficult situations, Ms. Sun has an average balance between calm objectivity and any tendency to be upset
and take things personally.
Excitable / Relaxed
This is a person who remains calm and relaxed in response to normal situations. For the most part, such people are able to
manage their problems without undue anxiety. Occasionally, they will not always assume the best of other people, and will
feel the need to check their motives. However, any level of suspicion or stress is likely to be moderate.
Social Desirability
Individuals like Wanchen Sun are accepting of their own mistakes and do not feel the need to deny them. Given this level of
score, there is no reason to believe Ms. Sun has not presented a frank picture of herself on the other scales.
14. Sales Representative Wanchen Sun
Page 15
Focus on Work
WORKS TO LIVE (1) vs. LIVES TO WORK (10):
The Focus on Work scale provides information on the importance of work to Ms. Sun.
Some see work as a means to an end while others define themselves by their work. Work is important to Wanchen Sun but not at the expense of home or
family. If conflicts arise between home and work, her personal life may take priority. Long or irregular working hours could be inconvenient for her. Leading a
full social and business life, she may sometimes be overextended but the social skills she develops in her leisure activities should translate well to business.
Compliance
QUESTIONS RULES (1) vs. ADHERES TO RULES (10):
The Compliance scale identifies an individual’s inclination to adhere to rules set by an employer and resist the temptation of intentionally
engaging in behaviors that are considered to be detrimental to an organization’s productivity or workforce attitudes.
Wanchen Sun likes variety and challenge, and often prefers a minimally structured work environment. If rules and procedures seem to hinder expediency,
this person may question or even disregard some guidelines to achieve goals. Wanchen Sun seeks new experiences and will be inclined to tackle work in a
personal way rather than following a set protocol or established practice. Completing frequent routine or repetitive tasks may be difficult to tolerate for this
person. They tend to improvise, be impulsive, and take risks. Wanchen Sun could resent long working hours and may react negatively to heavy pressure.
This could include carelessness, moodiness, or disruptive behavior such as finding fault in others. Under heavy stress, Wanchen Sun could be less attentive
and less motivated to follow the rules than more compliant employees.
Compensation Preference
FIXED SALARY (1) vs. COMMISSION/BONUS (10):
The Compensation Preference scale identifies whether Wanchen Sun is more motivated to work by a secure salary or by performance
based remuneration.
Wanchen Sun slightly prefers bonus or commission over a fixed salary, but she will readily agree to a blended package of compensation. If a sizable portion
of her compensation is steady income rather than the excitement of profit-sharing or performance-based earnings, she may need some support to accept
this. However, she will not risk things of real importance. She likes the challenge of new ventures as long as she can think things through and be ready for
potential problems.
Approach to Risk Taking
CAREFUL (1) vs. DARING (10):
This Approach to Risk scale is measured from 1 for avoidance of risky behavior to 10 for willingness to engage in risk.
Wanchen Sun may prefer swift and irregular solutions, but she will curb this tendency if circumstances demand sound planning. She is inclined to operate
on the premise that the end justifies the means, but she rarely behaves recklessly. Generally, she will avoid reflexive decisions and will want to balance
risks with benefits. Clients will approve her willingness to make quick decisions and her ad hoc approach to problem-solving.
Preference for Change
LIKES ROUTINE (1) vs. LIKES CHANGE (10):
This scale identifies where Ms. Sun fits in the continuum between a structured environment with a fixed routine and a dynamic fast changing
working environment.
Wanchen Sun usually enjoys change and values innovation. Given mundane tasks, she will look for new ways to deal with routine work. She prefers to take
control of events and will react proactively to new trends. She may tend to seek change for its inherent excitement, rather than because it is necessary.
15. Wanchen Sun Sales Representative
Page 16
Approach to New Ventures
CAUTIOUS (1) vs. OPTIMISTIC (10):
This scale distinguishes those who approach new ventures or issues with caution from those who approach new ventures with optimism.
Where others might see risk, Wanchen Sun is more inclined to see opportunity. For her, the business world is usually an exciting place with only a few real
dangers. Consequently, she tends to trust others and will give them latitude. Being largely optimistic about new ventures, she prefers to act fast and try
novel ways to boost performance and productivity.
Task vs. Person Focused
TASK FOCUSED (1) vs. PERSON FOCUSED (10):
This team characteristic scale distinguishes those who focus on the needs of the task or project in hand from those who are focused on
their own and their team members’ needs.
With more focus on people than on the task in hand, Wanchen Sun tends to be friendly and easy-going at work. This person enjoys a moderately busy
environment, with more variety than routine, and frequent contact with others. Usually frank and objective, Wanchen is a good communicator but does not
need to be the center of attention all the time. When job performance depends on collaboration or interaction with others, effective concentration on people
is the best asset Wanchen Sun brings to a team.
Self vs. Relationship Focused
SELF FOCUSED (1) vs. RELATIONSHIP FOCUSED (10):
This team characteristic scale distinguishes those who are self focused from those who are inclined to focus on others on the team.
With balanced focus on both relationships and self, Wanchen Sun is equally productive working with people and working alone. This person will collaborate
and take an interest in others’ views yet still compete to reach an individual goal. Forthright and generally self-aware, this person is moderately assured in
company and readily accepted by most people. If necessary for team spirit and collaboration, Wanchen will usually adjust personal plans. Wanchen Sun
tends to perform best when there is room for compromise as well as some recognition for individual achievement.
Aspects of Assertiveness
SUBMISSIVE (1) vs. ASSERTIVE (10):
This personality scale influences a person's response to the following important work situations or circumstances:
LEADERSHIP STYLE - DEMOCRATIC (1) vs. COMMANDING (10):
Leadership Style is measured from 1 for those who prefer a nurturing style of leadership to 10 for those who are naturally inclined to a more
demanding Leadership Style.
Wanchen Sun has a nearly balanced approach to leadership with a moderate inclination to be explicit and directive. In a crisis, she can take command and
make certain that the team knows what must be done and when. On the other hand, when a gentle approach is needed, she will function as the guide on
the side with a more democratic style.
APPROACH TO LISTENING - SYMPATHETIC (1) vs. CONTROLLING (10):
The Approach to Listening scale is measured from 1 for a person who is an exceptionally sympathetic listener to 10 for a person who tends
to dominate a conversation.
Wanchen Sun tends to be enthusiastic about her own ideas and sometimes leaves little opportunity for others to express theirs. Being outspoken and
self-confident, she may well talk for others if they hesitate to speak. Similarly, if peers or subordinates are strident, she may only hear the tone of their words
and could miss their meaning. She could be encouraged to develop her active listening skills such as paraphrasing, questioning, and neutral repetition.
Setting specific goals to promote more dialogue would increase the involvement and contributions of others.
APPROACH TO CONFLICT - ACCOMMODATING (1) vs. FORCEFUL (10):
This scale distinguishes those who avoid conflict by being accommodating from those who are forceful in their approach to conflict.
While Wanchen Sun does not lack soft skills, she prefers a direct, even somewhat forceful, approach to conflict. Because she is sure of herself, she is
efficient in debate and confrontation and will only occasionally be worn down by the impact of others. In highly-charged, emotional situations, she should be
able to switch to a more moderate, accommodating style of conflict resolution.
18. Sales Representative Wanchen Sun
Page 3
Part 1 - Understanding this Report
Introduction
This Selection Report describes Wanchen Sun’s suitability
for the Sales Representative position at Toronto. The
information in this report comes first from reviewing the
scores on each of the scales of the Prevue Assessments
that were completed by Wanchen Sun and second from
comparing those scores to the Prevue Benchmark for the
position. Both the scores on the Prevue Assessments and
the comparison of those scores to the Prevue Benchmark
are exhibited graphically in the Prevue Results Graph in Part
2.
Prevue Assessments
The Prevue Results Graph shows Wanchen Sun’s ‘sten’
score on each of the Prevue Assessments scales
considered in the report. A sten score is a candidate’s score
on a normal bell-shaped curve representing the general
working population. The diagram below shows the normal
bell curve divided into standard tenths (‘standard tenths’ is
shortened to ‘sten’) for the Diplomatic vs. Independent
Personality Scale. The diagram also shows the percentage
of the general working population that will typically score in
each sten.
Prevue Benchmark
The Prevue Benchmark shows the preferred characteristics of an employee for a particular position. These characteristics
are displayed as a range of desired sten scores on each scale. This range is shaded and forms the benchmark for the
scale. The candidate's assessment results are shown as circled numbers and compared to the shaded ranges. The
Benchmark Suitability Score is derived from a formula analyzing the candidate's sten scores on the benchmark (circled
score is inside the shaded range) versus those scores that are off the benchmark (circled score is outside the shaded
range).
Example: The benchmark for the Diplomatic vs. Independent scale (shown above) is the shaded range of stens
from 5 to 8. Scores 5,6,7 or 8 will be on the benchmark. Scores of 1,2,3,4,9 and 10 will be off the benchmark.
20. Sales Representative Wanchen Sun
Page 5
Part 3 - Total Person Description
The Total Person Description provides an overview of Wanchen Sun compared to the general working population.
This profile is derived from the scores shown on the Prevue Results Graph.
Ms. Wanchen Sun has superior numeric skills, coupled with good ability to work with words and shapes. She is well equipped
to do challenging numeric assignments such as creating complex spreadsheets and advanced data tables. Her above average
ability with words means that moderately difficult paperwork, general office duties, and most written material are well within her
scope. She is similarly proficient in tasks that require mental manipulation of shapes and objects. These could include reading
blueprints, interpreting graphs, and following moderately difficult diagrams.
Overall, Wanchen Sun has good, versatile skills. She should learn quickly and can perform well at almost any task in the
workplace.
Ms. Sun is well motivated to work with people, less inclined to work with data, and most interested in working with things. Her
high motivation for tasks involving tools, machinery, and equipment make her an ideal candidate for technical work. Her average
interest in information processing means that she would have to exert herself in data management tasks and when doing any
detailed paperwork. Because she likes to work with others, she should do well in a position requiring social skills.
Ms. Sun is a good team player, assertive yet still considerate of others. Relationships are important to her, and she sees
mutually cooperative efforts as being the most effective. She will put herself forward in some situations but not so far as to
compromise team spirit. With appropriate encouragement, Ms. Sun can assume the role of group leader. She can deal with
confrontation except in the most extreme cases. She will often be outspoken but, in very competitive situations with new
acquaintances, Wanchen Sun is more likely to defer to others.
Wanchen Sun generally operates within established policies and procedures. When necessary, however, she can be flexible and
innovative. She is less flexible in the area of scheduling as she prefers to have a plan with a fair degree of detail. This is a strong
combination, Ms. Sun has the consistency and time management that is the foundation of productivity for most organizations,
while at the same time she can adapt to unusual needs or changing circumstances.
Wanchen Sun requires continual social stimulation and only rarely does she feel a need to be by herself. Extended periods of
solitude will be frustrating for her. Often wanting to be in the spotlight, she will usually lead any discussion but she is not inclined
to take the role of leader all the time in every activity. She enjoys meeting new people and exploring new ideas. She often acts
impulsively and long-term assignments must include variety or else she will lose interest. Ms. Sun will not tolerate a great deal of
monotony and she will thrive on challenging assignments, particularly if these contain an element of risk.
Wanchen Sun is generally rational and calm. She can take criticism quite well and, because she strives to be objective, she is
usually able to shrug off rejection and continue with her work. Most times she is relaxed and able to cope well with pressure but
can become anxious when things do not go well. Although she can work on demanding, high-pressure projects that require
dealing with people openly and objectively, Ms. Sun may feel some anxiety in such circumstances.
25. Wanchen Sun Sales Representative
Page 10
Part 5 - Individual Characteristics
The Individual Characteristics descriptions provide more information about Wanchen Sun’s scores in comparison to those of the
general working population. Scores on the Prevue Benchmark for each scale highlight Wanchen Sun’s strengths for the Sales
Representative position. Scores that are two or more stens off the Prevue Benchmark for any scale highlight prospective areas
of challenge for this candidate and should be addressed in the interview.
General Abilities
Wanchen Sun is quicker and more accurate in reasoning skills than the majority of others. She is generally quick to learn
and can absorb new information much faster than most. She is likely to be very efficient and able to deal well with change in
her working requirements and under conditions of high mental workload.
Working With Numbers
Ms. Sun shows an extremely high capacity for numerical reasoning. She is quicker and more accurate than most
employees in her capacity to reason with information derived from simple numbers.
Working With Words
Ms. Sun is talented in using language as a vehicle for reasoning and problem solving. She demonstrates a good level of
speed and accuracy when dealing with written language.
Working With Shapes
A sten score of seven is in the high average range for spatial ability. Typically this means an enhanced ability to imagine how
objects will appear even after they have been rearranged. She should feel at ease working with plans and diagrams and be
able to relate working drawings and schematics to actual objects and products.
Working With People
Ms. Sun shows a high average interest in work that involves dealing with people. She is likely to prefer employment that
involves a reasonable degree of contact with others and would not be happy working on her own. She will enjoy work that
requires difficult and demanding interpersonal skills.
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Working With Data
Ms. Sun has some interest in working with data. Such a person may be able to relate and balance this limited interest in
data to those tasks in the job that require working with people or working with machinery and equipment. She would not
necessarily feel the need to work with data to form the major part of her job.
Working With Things
Wanchen Sun has a high level of interest in work that involves inanimate objects such as machinery, tools and equipment.
Such people are likely to be interested in a hands-on approach to designing, managing or working with things.
Diplomatic / Independent
Ms. Sun shows balance between a desire to compete and win, and a wish to coordinate team goals. She may occasionally
be controversial and argumentative when advancing her own point of view, but in other circumstances will be more
concerned with maintaining the team spirit and team effort. Such people are good at getting things done while respecting
the needs of those around them.
Cooperative / Competitive
She describes herself as a person who is both competitive and team-minded. She can work quite well motivating herself,
while building team spirit and cooperation. She compromises her need to achieve with the need to maintain relationships.
Submissive / Assertive
Depending on the situation, she can be assertive and outspoken. In groups, Ms. Sun is likely to promote herself as the
leader or spokesperson. In disputes, she will tend to affirm her position.
Spontaneous / Conscientious
This individual will be dependable, while striving to do things well in the most expedient manner. You will find that Ms. Sun
will consider the rules and work within them, rather than ignore or break them. This may lead to innovative solutions without
making radical changes.
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Innovative / Conventional
Wanchen Sun sees herself as someone who is somewhat adaptable to change and innovation. She will seek new methods
to solve problems.
Reactive / Organized
Although she usually regards herself as organized and able to work in a controlled manner, these qualities can be altered in
some situations. For the most part, she will be reliable, working best in a planned environment.
Introvert / Extrovert
Ms. Wanchen Sun is a sociable and talkative individual, who seeks out others for stimulation and company. Ms. Sun enjoys
being the center of attention. She is generally energetic, while enjoying a lively environment. Others tend to see her as
high-spirited and impulsive.
Self-Sufficient / Group-Oriented
She is a sociable person who desires to be supported by others in a lively environment. A quiet time alone to reflect and
recover is the exception rather than the rule. She is also happiest in work situations where she has considerable contact
with others.
Reserved / Outgoing
Wanchen Sun is an outgoing, talkative individual, who wants to be the center of attention. Such people enjoy risky,
action-packed, challenging jobs. They act impulsively and quickly become bored with repetitive work. She may be
enthusiastically verbal to the point of not allowing others to express their opinion.
Emotional / Stable
In most situations, Wanchen Sun accepts people in a calm and stable manner. There will be circumstances when she
becomes apprehensive and emotional, even wary about some people, particularly their motives. In general, she is secure in
herself, remaining quite relaxed under moderate stress.
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Restless / Poised
In the face of difficult situations, Ms. Sun has an average balance between calm objectivity and any tendency to be upset
and take things personally.
Excitable / Relaxed
This is a person who remains calm and relaxed in response to normal situations. For the most part, such people are able to
manage their problems without undue anxiety. Occasionally, they will not always assume the best of other people, and will
feel the need to check their motives. However, any level of suspicion or stress is likely to be moderate.
Social Desirability
Individuals like Wanchen Sun are accepting of their own mistakes and do not feel the need to deny them. Given this level of
score, there is no reason to believe Ms. Sun has not presented a frank picture of herself on the other scales.
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Focus on Work
WORKS TO LIVE (1) vs. LIVES TO WORK (10):
The Focus on Work scale provides information on the importance of work to Ms. Sun.
Some see work as a means to an end while others define themselves by their work. Work is important to Wanchen Sun but not at the expense of home or
family. If conflicts arise between home and work, her personal life may take priority. Long or irregular working hours could be inconvenient for her. Leading a
full social and business life, she may sometimes be overextended but the social skills she develops in her leisure activities should translate well to business.
Compliance
QUESTIONS RULES (1) vs. ADHERES TO RULES (10):
The Compliance scale identifies an individual’s inclination to adhere to rules set by an employer and resist the temptation of intentionally
engaging in behaviors that are considered to be detrimental to an organization’s productivity or workforce attitudes.
Wanchen Sun likes variety and challenge, and often prefers a minimally structured work environment. If rules and procedures seem to hinder expediency,
this person may question or even disregard some guidelines to achieve goals. Wanchen Sun seeks new experiences and will be inclined to tackle work in a
personal way rather than following a set protocol or established practice. Completing frequent routine or repetitive tasks may be difficult to tolerate for this
person. They tend to improvise, be impulsive, and take risks. Wanchen Sun could resent long working hours and may react negatively to heavy pressure.
This could include carelessness, moodiness, or disruptive behavior such as finding fault in others. Under heavy stress, Wanchen Sun could be less attentive
and less motivated to follow the rules than more compliant employees.
Compensation Preference
FIXED SALARY (1) vs. COMMISSION/BONUS (10):
The Compensation Preference scale identifies whether Wanchen Sun is more motivated to work by a secure salary or by performance
based remuneration.
Wanchen Sun slightly prefers bonus or commission over a fixed salary, but she will readily agree to a blended package of compensation. If a sizable portion
of her compensation is steady income rather than the excitement of profit-sharing or performance-based earnings, she may need some support to accept
this. However, she will not risk things of real importance. She likes the challenge of new ventures as long as she can think things through and be ready for
potential problems.
Approach to Risk Taking
CAREFUL (1) vs. DARING (10):
This Approach to Risk scale is measured from 1 for avoidance of risky behavior to 10 for willingness to engage in risk.
Wanchen Sun may prefer swift and irregular solutions, but she will curb this tendency if circumstances demand sound planning. She is inclined to operate
on the premise that the end justifies the means, but she rarely behaves recklessly. Generally, she will avoid reflexive decisions and will want to balance
risks with benefits. Clients will approve her willingness to make quick decisions and her ad hoc approach to problem-solving.
Preference for Change
LIKES ROUTINE (1) vs. LIKES CHANGE (10):
This scale identifies where Ms. Sun fits in the continuum between a structured environment with a fixed routine and a dynamic fast changing
working environment.
Wanchen Sun usually enjoys change and values innovation. Given mundane tasks, she will look for new ways to deal with routine work. She prefers to take
control of events and will react proactively to new trends. She may tend to seek change for its inherent excitement, rather than because it is necessary.
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Approach to New Ventures
CAUTIOUS (1) vs. OPTIMISTIC (10):
This scale distinguishes those who approach new ventures or issues with caution from those who approach new ventures with optimism.
Where others might see risk, Wanchen Sun is more inclined to see opportunity. For her, the business world is usually an exciting place with only a few real
dangers. Consequently, she tends to trust others and will give them latitude. Being largely optimistic about new ventures, she prefers to act fast and try
novel ways to boost performance and productivity.
Task vs. Person Focused
TASK FOCUSED (1) vs. PERSON FOCUSED (10):
This team characteristic scale distinguishes those who focus on the needs of the task or project in hand from those who are focused on
their own and their team members’ needs.
With more focus on people than on the task in hand, Wanchen Sun tends to be friendly and easy-going at work. This person enjoys a moderately busy
environment, with more variety than routine, and frequent contact with others. Usually frank and objective, Wanchen is a good communicator but does not
need to be the center of attention all the time. When job performance depends on collaboration or interaction with others, effective concentration on people
is the best asset Wanchen Sun brings to a team.
Self vs. Relationship Focused
SELF FOCUSED (1) vs. RELATIONSHIP FOCUSED (10):
This team characteristic scale distinguishes those who are self focused from those who are inclined to focus on others on the team.
With balanced focus on both relationships and self, Wanchen Sun is equally productive working with people and working alone. This person will collaborate
and take an interest in others’ views yet still compete to reach an individual goal. Forthright and generally self-aware, this person is moderately assured in
company and readily accepted by most people. If necessary for team spirit and collaboration, Wanchen will usually adjust personal plans. Wanchen Sun
tends to perform best when there is room for compromise as well as some recognition for individual achievement.
Aspects of Assertiveness
SUBMISSIVE (1) vs. ASSERTIVE (10):
This personality scale influences a person's response to the following important work situations or circumstances:
LEADERSHIP STYLE - DEMOCRATIC (1) vs. COMMANDING (10):
Leadership Style is measured from 1 for those who prefer a nurturing style of leadership to 10 for those who are naturally inclined to a more
demanding Leadership Style.
Wanchen Sun has a nearly balanced approach to leadership with a moderate inclination to be explicit and directive. In a crisis, she can take command and
make certain that the team knows what must be done and when. On the other hand, when a gentle approach is needed, she will function as the guide on
the side with a more democratic style.
APPROACH TO LISTENING - SYMPATHETIC (1) vs. CONTROLLING (10):
The Approach to Listening scale is measured from 1 for a person who is an exceptionally sympathetic listener to 10 for a person who tends
to dominate a conversation.
Wanchen Sun tends to be enthusiastic about her own ideas and sometimes leaves little opportunity for others to express theirs. Being outspoken and
self-confident, she may well talk for others if they hesitate to speak. Similarly, if peers or subordinates are strident, she may only hear the tone of their words
and could miss their meaning. She could be encouraged to develop her active listening skills such as paraphrasing, questioning, and neutral repetition.
Setting specific goals to promote more dialogue would increase the involvement and contributions of others.
APPROACH TO CONFLICT - ACCOMMODATING (1) vs. FORCEFUL (10):
This scale distinguishes those who avoid conflict by being accommodating from those who are forceful in their approach to conflict.
While Wanchen Sun does not lack soft skills, she prefers a direct, even somewhat forceful, approach to conflict. Because she is sure of herself, she is
efficient in debate and confrontation and will only occasionally be worn down by the impact of others. In highly-charged, emotional situations, she should be
able to switch to a more moderate, accommodating style of conflict resolution.