Should learning events be both designed and facilitated with synergy being an integral part of the experience? How can group dynamics best be leveraged to yield exponential and enduring rewards?
During a recent GP Strategies’ 20-minute webinar Steve Swink explored tactics, strategies, and payoffs of synergistic learning experiences from both design and delivery perspectives.
This document provides an overview of a presentation on developing project leadership. It discusses leading projects in a volatile, uncertain, complex, and ambiguous (VUCA) world. It covers organizational culture, the eight areas ("lookings") a project leader must focus on, and moving from project management to project leadership. The presentation helps leaders rely on business skills, interpersonal skills, and organizational intelligence to lead successfully in challenging environments.
Pending actualization of the Internet of Things, organizations must embrace the digital world if they are to survive and, preferably, thrive. Irrespective of the sector an organization is in, digitization enables fundamentally different ways for it to think about its clients, audiences, and partners, and to engage with them.
AIIE & Accept360 Webinar - Bridging the Innovation Execution GapThink For A Change
The document discusses bridging the gap between innovation strategy and execution. It identifies common challenges such as aging processes and a lack of skills in creative problem solving. It proposes developing executable strategies with clear deliverables, milestones, accountability, and metrics. Key success factors for innovation execution include clear vision, measurable milestones, responsibility assignment, resources, and communication of accountability.
The document discusses how to establish an organizational culture that supports projects. It begins by outlining research showing that most projects fail or face challenges. While organizations have implemented project tools, performance does not improve because culture is missing. The document then discusses how assessing and changing organizational culture through a Project Culture Change process can better align projects with strategy, improve success rates, and support effective project teams. This involves measuring current culture, defining ideal culture, and developing strategies to close gaps between the two.
The document discusses governance models for content management systems (CMS). It recommends a collaborative governance model with an executive sponsor, web steering team, web team, and content authors. The executive sponsor defines strategy and priorities and resolves conflicts. The web steering team enforces standards and policies and coordinates activities. The web team undertakes analysis and provides training and support. Content authors create and edit content within the CMS. Good governance requires aligning these roles and teams to achieve organizational goals.
The document discusses strategies for improving innovation processes at a company called Global Accounts. It analyzes the company's existing I2S and Blue Ocean innovation programs and identifies limitations. It then proposes a new virtual coffee machine workflow that formalizes the idea generation and implementation process. This includes establishing tools for idea sharing, forming workgroups to develop ideas, validating ideas through a committee, and providing rewards and recognition. The summary concludes by outlining plans to rollout the new process at Global Accounts, including training, use of collaborative tools, and management support.
This document discusses identifying and sharing good practices within organizations. It defines good practice as a process or methodology that has been shown to be effective. It recommends a six-step process for identifying and sharing good practices: 1) identify user requirements, 2) discover good practices, 3) document good practices, 4) validate good practices, 5) disseminate and apply good practices, and 6) develop an infrastructure to support good practice sharing. The benefits of sharing good practices include improving performance, reducing costs, and minimizing knowledge loss. Cautions include that good practice is an ongoing process and culture plays an important role.
Should learning events be both designed and facilitated with synergy being an integral part of the experience? How can group dynamics best be leveraged to yield exponential and enduring rewards?
During a recent GP Strategies’ 20-minute webinar Steve Swink explored tactics, strategies, and payoffs of synergistic learning experiences from both design and delivery perspectives.
This document provides an overview of a presentation on developing project leadership. It discusses leading projects in a volatile, uncertain, complex, and ambiguous (VUCA) world. It covers organizational culture, the eight areas ("lookings") a project leader must focus on, and moving from project management to project leadership. The presentation helps leaders rely on business skills, interpersonal skills, and organizational intelligence to lead successfully in challenging environments.
Pending actualization of the Internet of Things, organizations must embrace the digital world if they are to survive and, preferably, thrive. Irrespective of the sector an organization is in, digitization enables fundamentally different ways for it to think about its clients, audiences, and partners, and to engage with them.
AIIE & Accept360 Webinar - Bridging the Innovation Execution GapThink For A Change
The document discusses bridging the gap between innovation strategy and execution. It identifies common challenges such as aging processes and a lack of skills in creative problem solving. It proposes developing executable strategies with clear deliverables, milestones, accountability, and metrics. Key success factors for innovation execution include clear vision, measurable milestones, responsibility assignment, resources, and communication of accountability.
The document discusses how to establish an organizational culture that supports projects. It begins by outlining research showing that most projects fail or face challenges. While organizations have implemented project tools, performance does not improve because culture is missing. The document then discusses how assessing and changing organizational culture through a Project Culture Change process can better align projects with strategy, improve success rates, and support effective project teams. This involves measuring current culture, defining ideal culture, and developing strategies to close gaps between the two.
The document discusses governance models for content management systems (CMS). It recommends a collaborative governance model with an executive sponsor, web steering team, web team, and content authors. The executive sponsor defines strategy and priorities and resolves conflicts. The web steering team enforces standards and policies and coordinates activities. The web team undertakes analysis and provides training and support. Content authors create and edit content within the CMS. Good governance requires aligning these roles and teams to achieve organizational goals.
The document discusses strategies for improving innovation processes at a company called Global Accounts. It analyzes the company's existing I2S and Blue Ocean innovation programs and identifies limitations. It then proposes a new virtual coffee machine workflow that formalizes the idea generation and implementation process. This includes establishing tools for idea sharing, forming workgroups to develop ideas, validating ideas through a committee, and providing rewards and recognition. The summary concludes by outlining plans to rollout the new process at Global Accounts, including training, use of collaborative tools, and management support.
This document discusses identifying and sharing good practices within organizations. It defines good practice as a process or methodology that has been shown to be effective. It recommends a six-step process for identifying and sharing good practices: 1) identify user requirements, 2) discover good practices, 3) document good practices, 4) validate good practices, 5) disseminate and apply good practices, and 6) develop an infrastructure to support good practice sharing. The benefits of sharing good practices include improving performance, reducing costs, and minimizing knowledge loss. Cautions include that good practice is an ongoing process and culture plays an important role.
When was the last time your leadership agitated the world? by Sandy BekyAntoine Cheret
The document discusses leadership lessons that can be learned from honeybees and advocates for more sustainability-minded leadership. It notes that corporate realities often focus too much on short-term goals, lack accountability, and prioritize profits and shareholder value over other stakeholders like employees. The document proposes more circular models of organizations and human resource management inspired by honeybees, with a longer-term focus on sustainability, diversity, and human values.
The document discusses knowledge management strategies and approaches for an organization called EMPHASIS. It recommends establishing communities of practice to share knowledge and experiences. It emphasizes creating and sharing knowledge as critical resources and outlines various knowledge management processes, tools, and techniques to leverage existing knowledge and promote continuous learning within the organization.
The document discusses a capstone project completed by Columbia University students for Fifth Third Bank to benchmark the bank's knowledge management practices, develop guidance for knowledge analytics, improve content management, and establish a community of practice. The project involved assessing Fifth Third Bank's current KM processes and maturity, conducting research and stakeholder interviews, and providing recommendations to enhance the bank's KM strategy, systems, and practices. The collaboration between Fifth Third Bank and Columbia University students provided benefits to both parties through bridging academic theory with practical organizational needs.
This document summarizes key aspects of mobilizing an organization for digital transformation discussed in Chapter 11 of the book "Leading Digital".
The three main aspects discussed are: 1) Signaling the organization effectively about the benefits of transformation, 2) Earning the right to engage employees by becoming role models and finding quick wins, and 3) Setting new behaviors in the organization by making visible changes to work practices, encouraging adoption of new technologies, learning from failures, and institutionalizing new work practices.
Specific strategies mentioned include using all communication channels to signal changes, designing implementation plans involving key people, identifying early adopters, and making decisions based on data and focusing on customer needs to change behaviors in a sustainable way.
Project Leadership 3rd Edition Book Launch Presentation at Said Business SchoolDonnie MacNicol
As presented on 17th December 2015 with my co-author Sarah Coleman. We were delighted to have our official launch at Said Business School, courtesy of Paul Chapman, a Senior Fellow at Said Business School, University of Oxford.
Leading Change: 5 ways to transform your organisation's cultureEnnovate
A guide to leading change is based upon the authors experiences of over 10 years research and insights gained from working across multiple industries and helping large organisations to deliver transformative change. The authors are Ian Duncan and Cormac Murphy.
This document discusses organizational game changers and principles for developing insights and taking action. It identifies common challenges that prevent organizations from developing insights like time pressures. It also discusses how a lack of common direction can lead to failed starts. Additionally, it covers how managing expectations, energy, and execution is important for success. Finally, it promotes taking action and contacting the author.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
The document discusses challenges related to workforce turnover and the loss of organizational knowledge. It notes high turnover rates in the US federal government and private sector. When people leave an organization, either through retirement, job changes, or downsizing, their valuable institutional knowledge is lost. This impacts productivity, quality, consistency, and the ability to adapt to change. The document advocates that organizations capture, retain, and leverage knowledge to increase their resilience and agility during times of change. It provides examples of knowledge management techniques like communities of practice, expert knowledge transfer processes, and learning repositories. The key takeaway is that organizations need to view knowledge management as an ongoing, long-term process rather than a one-time project in order to operate effectively
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
This document discusses the need for changes in how organizations are managed and led, especially in agile environments. It argues that the traditional "scientific management" model of separate planning and execution is outdated. Instead, it advocates for models based on autonomy, mastery and purpose within teams. The key aspects of the new agile leadership approach include setting vision and intent, measuring outcomes rather than plans or actions, believing in people's creativity, creating self-organizing teams with bounded autonomy, and coaching teams rather than trying to directly manage individuals. The overall message is that organizational culture and leadership are critical factors for achieving agility and that new approaches are needed to better align people, processes and outcomes.
This document provides an agenda and information for an @Home Social Media Boot Camp. It includes introductions for the organizers and speakers. The agenda covers why social media is important, characteristics of social media, creating social media strategies and campaigns, and tips for using different social media platforms like Instagram and Vine effectively. Participants engage in workshops to practice creating short videos and planning social media campaigns. The goal is to help participants better utilize social media to engage audiences and achieve their goals.
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
The document discusses the typical lifecycle stages of nonprofit organizations, including idea, start-up, growth, maturity, and decline. It describes common characteristics of programs, management, governance, resources, and systems at each stage. These include underdeveloped programs and systems in early stages, expanding programs and demand during growth, and established reputation and finances in maturity. The document also provides tools for nonprofits to assess what stage they are at and identifies challenges common to each phase.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
The document discusses building team effectiveness in high-growth technology businesses. It emphasizes the importance of all team members sharing a common goal and collaborative learning practices. Additionally, it provides guidance on topics like team formation, leadership, diversity, and developing collaborative and resilient project teams.
When was the last time your leadership agitated the world? by Sandy BekyAntoine Cheret
The document discusses leadership lessons that can be learned from honeybees and advocates for more sustainability-minded leadership. It notes that corporate realities often focus too much on short-term goals, lack accountability, and prioritize profits and shareholder value over other stakeholders like employees. The document proposes more circular models of organizations and human resource management inspired by honeybees, with a longer-term focus on sustainability, diversity, and human values.
The document discusses knowledge management strategies and approaches for an organization called EMPHASIS. It recommends establishing communities of practice to share knowledge and experiences. It emphasizes creating and sharing knowledge as critical resources and outlines various knowledge management processes, tools, and techniques to leverage existing knowledge and promote continuous learning within the organization.
The document discusses a capstone project completed by Columbia University students for Fifth Third Bank to benchmark the bank's knowledge management practices, develop guidance for knowledge analytics, improve content management, and establish a community of practice. The project involved assessing Fifth Third Bank's current KM processes and maturity, conducting research and stakeholder interviews, and providing recommendations to enhance the bank's KM strategy, systems, and practices. The collaboration between Fifth Third Bank and Columbia University students provided benefits to both parties through bridging academic theory with practical organizational needs.
This document summarizes key aspects of mobilizing an organization for digital transformation discussed in Chapter 11 of the book "Leading Digital".
The three main aspects discussed are: 1) Signaling the organization effectively about the benefits of transformation, 2) Earning the right to engage employees by becoming role models and finding quick wins, and 3) Setting new behaviors in the organization by making visible changes to work practices, encouraging adoption of new technologies, learning from failures, and institutionalizing new work practices.
Specific strategies mentioned include using all communication channels to signal changes, designing implementation plans involving key people, identifying early adopters, and making decisions based on data and focusing on customer needs to change behaviors in a sustainable way.
Project Leadership 3rd Edition Book Launch Presentation at Said Business SchoolDonnie MacNicol
As presented on 17th December 2015 with my co-author Sarah Coleman. We were delighted to have our official launch at Said Business School, courtesy of Paul Chapman, a Senior Fellow at Said Business School, University of Oxford.
Leading Change: 5 ways to transform your organisation's cultureEnnovate
A guide to leading change is based upon the authors experiences of over 10 years research and insights gained from working across multiple industries and helping large organisations to deliver transformative change. The authors are Ian Duncan and Cormac Murphy.
This document discusses organizational game changers and principles for developing insights and taking action. It identifies common challenges that prevent organizations from developing insights like time pressures. It also discusses how a lack of common direction can lead to failed starts. Additionally, it covers how managing expectations, energy, and execution is important for success. Finally, it promotes taking action and contacting the author.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
The document discusses challenges related to workforce turnover and the loss of organizational knowledge. It notes high turnover rates in the US federal government and private sector. When people leave an organization, either through retirement, job changes, or downsizing, their valuable institutional knowledge is lost. This impacts productivity, quality, consistency, and the ability to adapt to change. The document advocates that organizations capture, retain, and leverage knowledge to increase their resilience and agility during times of change. It provides examples of knowledge management techniques like communities of practice, expert knowledge transfer processes, and learning repositories. The key takeaway is that organizations need to view knowledge management as an ongoing, long-term process rather than a one-time project in order to operate effectively
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
This document discusses the need for changes in how organizations are managed and led, especially in agile environments. It argues that the traditional "scientific management" model of separate planning and execution is outdated. Instead, it advocates for models based on autonomy, mastery and purpose within teams. The key aspects of the new agile leadership approach include setting vision and intent, measuring outcomes rather than plans or actions, believing in people's creativity, creating self-organizing teams with bounded autonomy, and coaching teams rather than trying to directly manage individuals. The overall message is that organizational culture and leadership are critical factors for achieving agility and that new approaches are needed to better align people, processes and outcomes.
This document provides an agenda and information for an @Home Social Media Boot Camp. It includes introductions for the organizers and speakers. The agenda covers why social media is important, characteristics of social media, creating social media strategies and campaigns, and tips for using different social media platforms like Instagram and Vine effectively. Participants engage in workshops to practice creating short videos and planning social media campaigns. The goal is to help participants better utilize social media to engage audiences and achieve their goals.
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
The document discusses the typical lifecycle stages of nonprofit organizations, including idea, start-up, growth, maturity, and decline. It describes common characteristics of programs, management, governance, resources, and systems at each stage. These include underdeveloped programs and systems in early stages, expanding programs and demand during growth, and established reputation and finances in maturity. The document also provides tools for nonprofits to assess what stage they are at and identifies challenges common to each phase.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
The document discusses building team effectiveness in high-growth technology businesses. It emphasizes the importance of all team members sharing a common goal and collaborative learning practices. Additionally, it provides guidance on topics like team formation, leadership, diversity, and developing collaborative and resilient project teams.
Social Media Management - Client Training OverviewJim Clark
The document outlines AZBlue's client social media training solution which includes creating a social media program and training modules to enhance client learning and sharing capabilities. The objectives are to provide social media techniques and best practices, industry trends, increase customer access to relevant real-time information to drive sales leads and close opportunities. The training would target various client roles and include modules on social media basics, using social as a sales tool, and social as a client relationship management tool. The training would have different options ranging from basic social media training to more advanced customized support.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Building a Foundation for your Social BusinessJoe Millward
This document provides a framework for building a social business by identifying where social tools can be used internally, preparing for implementation through cultural change management, building an engaged internal network, and maintaining change over time. It discusses different models for structuring social business efforts from decentralized to centralized approaches. The key steps are to audit current communication, identify champions through a pilot program, provide training and guidelines, link social platforms to business goals, and dedicate resources to implementation, maintenance, strategy and innovation. Implementing social principles internally prepares an organization to extend these efforts externally by developing engaged talent.
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
Corporate Social Media Education – Social Media AcademySociety3
The Corporate Education Program helps business teams to leverage social media for their day to day business activities. To help understand what we do and what we teach, you can listen to this free introductory webinar and get a feel for content, style and approach.
The corporate education program is not the typical social media training where you learn to setup a LinkedIn profile, how to tweet and how to create a fan page on Facebook. Instead we focus on the business implications, how to leverage what is going on in the market, how to create a strategy, build an executable social media engagement plan and select the right tools for a given strategy.
* The implication of the social customer to any business
* Social Media as a corporate strategy
* A sound plan from assessment to execution
* Selection criteria for social media tools
* Reporting and analytic in the social web
* Team structures and distributing the work load
* Rules of engagement, management requirements
* Methods, models and frameworks
* Class structure, hands on experience
* A sound plan for the next 180 days.
Team manager in marketing, sales, product management or support
This document discusses organizational design and change management. It defines organizational design as creating the best fit between an organization's strategic choices and setting. It also outlines several principles of organizational design like specialization, coordination, control and commitment, innovation and adaptation, and knowledge competence. The document also discusses factors that influence organizational design like environment, strategy, technology, size, life cycle, and culture. Additionally, it defines innovation, types of innovation like sustaining and disruptive, and the importance of innovation. Finally, it discusses change management, models of change management like Kotter's 8-step model, McKinsey 7S framework, and ADKAR model, and how each focuses on process or people.
The document discusses the evolution of social business strategies from 2010 to the present. It identifies common challenges such as misaligned executives, lack of clear metrics, and siloed efforts. Survey data shows that while listening and engagement have increased, many companies still struggle with issues like holistic strategies, metrics, and executive alignment. The document advocates developing social strategies in stages, beginning with listening and moving towards integration across the enterprise. It provides best practices and advice for each stage of social business maturity.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
The Ultimate Team Building Pack 2 contains tools to help teams work more effectively and improve performance. The Balanced Scorecard tool establishes key performance indicators to monitor progress against strategic goals. It provides a balanced approach to measuring organizational success financially and non-financially. Developing a scorecard creates shared understanding and links strategy to actions. The process of creating it can be as valuable as the scorecard itself.
The Digital Side Of Startup Ecosystem Development GEC 2018 istanbulGrow VC Group
The digital economy requires economic development and digital development to be understood and be operated closely together for ecosystem orchestration.
In this session, we explore how to unbundle and connect application silos, to build connectivity between applications to make valuable data to flow within and between ecosystems. What practical steps are required and who should be involved?
We explore learning from other industries to help imagine use and concepts of digital in ecosystem development and orchestration context and share our own key learnings of digital from several ecosystems around the world.
This document discusses establishing knowledge sharing communities at GE to improve collaboration. It recommends starting with 5 pilot communities to build early wins, establishing governance structures and a central team to provide collaboration services. The goal is to launch 250 communities by mid-2018 to retain critical knowledge, connect experts, and increase productivity across GE businesses. Standardizing processes and providing search/findability tools will help communities demonstrate measurable business impacts through knowledge sharing.
Social Media Management - Professional Services OverviewJim Clark
This document discusses the gap between brands' needs for marketing intelligence and the capabilities of current technology solutions. It proposes that professional services are needed to better understand customer needs and customize solutions to address key performance indicators. A multi-layered marketing intelligence funnel is described to strategically capture, analyze, measure and plan social media data. Services are outlined to design customized solutions, provide training, and create performance reports to close the disconnect between data and customer goals.
Similar to Social Media Management - Phase 2 (optimize) (20)
UR BHatti Academy dedicated to providing the finest IT courses training in the world. Under the guidance of experienced trainer Usman Rasheed Bhatti, we have established ourselves as a professional online training firm offering unparalleled courses in Pakistan. Our academy is a trailblazer in Dijkot, being the first institute to officially provide training to all students at their preferred schedules, led by real-world industry professionals and Google certified staff.
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMAJHSSR Journal
ABSTRACT: Huzhou has rich tourism resources, as early as a considerable development since the reform and
opening up, especially in recent years, Huzhou tourism has ushered in a new period of development
opportunities. At present, Huzhou tourism has become one of the most characteristic tourist cities on the East
China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
industry. However, the development of tourism in Huzhou City still lags far behind the tourism development of
major cities in East China. This round of research mainly analyzes the current development of tourism in
Huzhou City, on the basis of analyzing the specific situation, pointed out that the current development of
Huzhou tourism problems, and then analyzes these problems one by one, and put forward some specific
solutions, so as to promote the further rapid development of tourism in Huzhou City.
KEYWORDS:Huzhou; Travel; Development
The Impact of Work Stress and Digital Literacy on Employee Performance at PT ...AJHSSR Journal
ABSTRACT :This research aims to analyze the correlation between employee work stress and digital literacy
with employee performance at PT Telkom Akses Area Cirebon, both concurrently and partially. Employing a
quantitative approach, the study's objectives are descriptive and causal, adopting a positivist paradigm with a
deductive approach to theory development and a survey research strategy. Findings reveal that work stress
negatively and significantly impacts employee performance, while digital literacy positively and significantly
affects it. Simultaneously, work stress and digital literacy have a positive and significant influence on employee
performance. It is anticipated that company management will devise workload management strategies to
alleviate work stress and assess the implementation of more efficient digital technology to enhance employee
performance.
KEYWORDS -digital literacy, employee performance,job stress, multiple regression analysis, workload
management
Factors affecting undergraduate students’ motivation at a university in Tra VinhAJHSSR Journal
ABSTRACT: Motivation plays an important role in foreign language learning process. This study aimed to
investigate student’s motivation patterns towards English language learning at a University in Tra Vinh, and factors
affecting their motivation change toward English language learning of non-English-major students in the semester.
The researcher used semi-structured interview at the first phase of choosing the participants and writing reflection
through the instrument called “My English Learning Motivation History” adapted from Sawyer (2007) to collect
qualitative data within 15 weeks. The participants consisted of nine first year non-English-major students who learning
General English at pre-intermediate level. They were chosen and divided into three groups of three members each
(high motivation group; average motivation group; and low motivation group). The results of the present study
identified six visual motivation patterns of three groups of students with different motivation fluctuation, through the
use of cluster analysis. The study also indicated a diversity of factors affecting students’ motivation involving internal
factors as influencing factors (cognitive, psychology, and emotion) and external factors as social factors (instructor,
peers, family, and learning environment) during English language learning in a period of 15 weeks. The findings of
the study helped teacher understand relationship of motivation change and its influential factors. Furthermore, the
findings also inspired next research about motivation development in learning English process.
KEY WORDS: language learning motivation, motivation change, motivation patterns, influential factors, students’
motivation.