Socialization process nike
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The document discusses Nike's socialization process and culture. It notes that Nike's culture was historically insular and protective under the leadership of Phil Knight. While Knight's legacy still influences Nike's culture, analysts are examining whether the company can improve its global reach by changing its socialization practices and dominant culture. The document outlines some past issues, such as a lack of accommodations for pregnant employees and physical abuse of workers, and remediation efforts Nike has taken to improve, including management training, new policies, and making changes to be more inclusive although there is still progress to be made.
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This presentation gives an overview of the theory and practice of the validated Organizational Culture Assessment Instrument (by Cameron & Quinn) that is freely available on http://www.ocai-online.com
O.b. c 16 organisational culture
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Mind tree:A community of communities
Mind Tree is an international IT consulting and services company headquartered in India and New Jersey. It operates through two units and was founded in 1999. Mind Tree has over 15 offices globally and focuses on product engineering and IT services. The company emphasizes a culture-led approach and places significant importance on its values, with culture comprising 40% of employee appraisals. Mind Tree utilizes various knowledge management practices like communities of practice, a knowledge portal called Konnect, and a holistic approach involving people, organizations and their interfaces to effectively manage knowledge.
APWA PWX Innovations - How Did They Do That?
The APWA Reporter Series, “How Did They Do That?” comes to life in this fast-paced presentation format where members of the Leadership and Management Committee and other authors of the series, discuss their projects and innovative techniques they have employed in their agencies.
Some of the discussion points may be from past articles, as well as exploring the common philosophies that drive, sustain, and but with this group we guarantee there will be some surprises and ideas you will be able to take home and easily replicate in your agency.
Speakers will tell their stories by framing the problem, sharing the inspiration and explaining the solutions for each project, innovation and topic, while exploring the necessity to drive innovation in organizations.
The group will explore the common drivers of innovation, identifying and addressing the obstacles, fostering the cultural influences and answering the how to sell, sustain, and excite innovative culture.
Why care about your organisational culture v.1.2
This document discusses the importance of organizational culture and provides tips for assessing and changing culture. It begins by introducing the topic of organizational culture and noting that culture can help or hinder work. It then provides strategies for making a culture more visible, implementing feedback loops to continually assess and adjust the culture, and emphasizes that leadership plays a key role in shaping culture. The document stresses that culture is difficult to change but provides approaches to start influencing culture in a positive direction.
Company culture - IAD 2013 workshop
This document discusses company culture and how to introduce agile methodologies. It defines culture as "how we do things in order to succeed." The core of a company's culture is either control, collaboration, competence or cultivation. While changing culture is difficult and takes time, identifying existing "subcultures" aligned with agile and focusing on solving problems can help initiate the transition. Introducing agile practices gradually and getting others involved from the start are also recommended approaches. The overall message is that adopting agile represents a cultural shift for an organization.
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Beyond the Bandaid: The Critical Difference Between Ethics and Compliance Tra...
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aAdvantage Consulting-Design and Build a Culture that Supports Your Vision
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原版制作贝德福特大学毕业证（bedfordhire毕业证）硕士文凭原版一模一样
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Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
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This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
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This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
Mẫu PPT kế hoạch làm việc sáng tạo cho nửa cuối năm PowerPoint
Mẫu PPT kế hoạch làm việc sáng tạo cho nửa cuối năm PowerPoint
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
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This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Presentatie 4. Jochen Cremer - TU Delft 28 mei 2024
Dutch Power Event
“AI – Navigeren naar de toekomst?”
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Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
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This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
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Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
Presentatie 8. Joost van der Linde & Daniel Anderton - Eliq 28 mei 2024
Dutch Power Event
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ASONAM2023_presection_slide_track-recommendation.pdf
Presented at the 2023 IEEE/ACM International Conference on
Advances in Social Networks Analysis and Mining.
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
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This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Tom tresser burning issue.pptx My Burning issue
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Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
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This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
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This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.Recently uploaded (20)
Updated diagnosis. Cause and treatment of hypothyroidism
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Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
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Socialization process nike
- 1. Socialization Process- Nike DaVeon Hayes Organizational Communication October 25, 2015
- 2. Socialization… • Allows individuals to adapt to organizational life. • Allows organizational members and activities to develop overtime. Socialization Process PPT
- 3. What does one gain from the socialization process? There are 2 things one must grasp: • Information on their role • Information about the organization’s culture Socialization Process PPT
- 4. Content of Process • You learn to be familiar with others • Learn the culture • Feel recognized by others • Get involved • Gain Competency • Role negotiation Socialization Process PPT
- 5. Nike “Nike’s culture is considered to be somewhat insular and protective.” Source: Book- “Organizations: Behavior, Structure, Processes
- 6. • CEO Phil Knight, creator of the insular method, caused employees to leave Nike for other jobs. Source: Book- “Organizations: Behavior, Structure, Processes”
- 8. What about Nike’s Culture?
- 9. Nike’s culture seems to be controlled and modified by Knight’s imprint and legacy on how to transact business.
- 10. Will Nike ever change from their “slave” ways with their employees?
- 11. Who can assist the company with their change to current socialization treatment?
- 12. • “Analysts are examining Nike’s cultural characteristics…to decide whether the usual…and dominating legacy left by Phil Knight will allow the firm to improve its worldwide reach.” Source: Book- “Organizations: Behavior, Structure, Processes”
- 13. Does anyone want Nike’s culture to change?
- 14. • Wants to alter Nike by slowing down its growth. • Wants Nike to take the swoosh logo off its product. Source: Book- “Organizations: Behavior, Structure, Processes
- 15. • Believes Nike to be too “culture jamming.” • Concerned that there is too much promotion of consumerism in society. Source: Book- Organizations: Behavior, Structure, Processes
- 16. “ ” The Nike machine is assumed to be too influential and powerful. Source: Book- “Organizations: Behavior, Structure, Process
- 17. Disciplinary Procedures • Workers used to receive physical abuse. Remediation: • Management is being provided ongoing training on socialization which includes local cultural awareness “Nike socialization in the current” document
- 18. Nondiscrimination in Nike • Pregnant women weren’t accommodated • Christian worshipers were forced to work O.T on Good Friday • Promotions weren’t clear. There were no written standards for employees to know how to get promoted/demoted. Remediation Proper chairs were provided for those with child, an OT policy was put into effect, and management put a grade performance standard and policy into place. “Nike socialization in the current” document
- 19. •There were far more areas that Nike needed to improve on, but they are making changes slowly.
- 20. Steps to their New Culture! • http://www.slideshare.net/RoryMileham/nike-crisis-management