The controversy of disempowering your bosses Hansoft AB
Challenges to gain management buy-in for implementation of agile and how to overcome them.
Speech by Senior Productivity Expert Ebba Kraemer at Scrum Gathering in Las Vegas May 2013
The controversy of disempowering your bosses Hansoft AB
Challenges to gain management buy-in for implementation of agile and how to overcome them.
Speech by Senior Productivity Expert Ebba Kraemer at Scrum Gathering in Las Vegas May 2013
Teacher Wellbeing; From Crazy to Calm: Managing EmotionsPatti Glasgow
Have you ever done something or said something that you later regret? Do you have a goal but can’t
seem to make it happen? Do you fly off the handle sometimes at those you love the most? Discover
why managing your emotions is crucial to your wellbeing, your ability to achieve your goals and
being able to be the parent and teacher you want to be. This key note speech will explore how
important understanding Emotional Intelligence is to our Success, three steps to manage your
emotions, a lesson from Angry Birds, Mindfulness and Meditation activities and the Six keys to
effective time management.
Maintaining a healthy office environment requires attention to chemical hazards, equipment and work station design, physical environment (temperature, humidity, light, noise, ventilation, and space), task design, psychological factors (personal interactions, work pace, job control) and sometimes, chemical or other environmental exposures.
A well-designed office allows each employee to work comfortably without needing to over-reach, sit or stand too long, or use awkward postures (correct ergonomic design). Sometimes, equipment or furniture changes are the best solution to allow employees to work comfortably. On other occasions, the equipment may be satisfactory but the task could be redesigned. For example, studies have shown that those working at computers have less discomfort with short, hourly breaks.
Situations in offices that can lead to injury or illness range from physical hazards (such as cords across walkways, leaving low drawers open, objects falling from overhead) to task-related (speed or repetition, duration, job control, etc.), environmental (chemical or biological sources) or design-related hazards (such as nonadjustable furniture or equipment). Job stress that results when the requirements of the job do not match the capabilities or resources of the worker may also result in illness.
Actions taken during a crisis often make things worse. One reason is that fundamental management rules change, but that's hard for many executives to accept.
Teacher Wellbeing; From Crazy to Calm: Managing EmotionsPatti Glasgow
Have you ever done something or said something that you later regret? Do you have a goal but can’t
seem to make it happen? Do you fly off the handle sometimes at those you love the most? Discover
why managing your emotions is crucial to your wellbeing, your ability to achieve your goals and
being able to be the parent and teacher you want to be. This key note speech will explore how
important understanding Emotional Intelligence is to our Success, three steps to manage your
emotions, a lesson from Angry Birds, Mindfulness and Meditation activities and the Six keys to
effective time management.
Maintaining a healthy office environment requires attention to chemical hazards, equipment and work station design, physical environment (temperature, humidity, light, noise, ventilation, and space), task design, psychological factors (personal interactions, work pace, job control) and sometimes, chemical or other environmental exposures.
A well-designed office allows each employee to work comfortably without needing to over-reach, sit or stand too long, or use awkward postures (correct ergonomic design). Sometimes, equipment or furniture changes are the best solution to allow employees to work comfortably. On other occasions, the equipment may be satisfactory but the task could be redesigned. For example, studies have shown that those working at computers have less discomfort with short, hourly breaks.
Situations in offices that can lead to injury or illness range from physical hazards (such as cords across walkways, leaving low drawers open, objects falling from overhead) to task-related (speed or repetition, duration, job control, etc.), environmental (chemical or biological sources) or design-related hazards (such as nonadjustable furniture or equipment). Job stress that results when the requirements of the job do not match the capabilities or resources of the worker may also result in illness.
Actions taken during a crisis often make things worse. One reason is that fundamental management rules change, but that's hard for many executives to accept.
Good managers often make unethical decisions-and dont evenk.docxgreg1eden90113
Good managers often make unethical decisions-and don't even
know it.
How {Un)ethical Are
You?
by Mahzarin R. Banaji, Max H. Bazerman, and
Dolly Chugh
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Answer true or false: "I am an ethical man
ager."
If you answered "true," here's an uncom
fortable fact: You're probably not. Most of us
believe that we are ethical and unbiased. We
imagine we're good decision makers, able to
objectively size up a job candidate or a venture
deal and reach a fair and rational conclusion
that's in our, and our organization's, best inter
ests. But more than two decades of research
confirms that, in reality, most of us fall woe
fully short of our inflated self-perception.
We're deluded by what Yale psychologist
David Armor calls the illusion of objectivity,
the notion that we're free of the very biases
we're so quick to recognize in others. What's
more, these unconscious, or implicit, biases
can be contrary to our consciously held, ex
plicit beliefs. We may believe with confidence
and conviction that a job candidate's race has
no bearing on our hiring decisions or that
we're immune to conflicts of interest. But psy
chological research routinely exposes counter
intentional, unconscious biases. The preva-
HARVARD BUSINESS REVIEW· DECEMBER 2003
lence of these biases suggests that even the
most well-meaning person unwittingly allows
unconscious thoughts and feelings to influence
seemingly objective decisions. These flawed
judgments are ethically problematic and un
dermine managers' fundamental work-to re
cruit and retain superior talent, boost the per
formance of individuals and teams, and
collaborate effectively with partners.
This article explores four related sources of
unintentional unethical decision making: im
plicit forms of prejudice, bias that favors one's
own group, conflict of interest, and a tendency
to overclaim credit. Because we are not con
sciously aware of these sources of bias, they
often cannot be addressed by penalizing peo
ple for their bad decisions. Nor are they likely
to be corrected through conventional ethics
training. Rather, managers must bring a new
type of vigilance to bear. To begin, this re
quires letting go of the notion that our con
scious attitudes always represent what we
think they do. It also demands that we aban
don our faith in our own objectivity and our
PAGE 3
How (Un)ethical Are You?
Mahzarin R. Banaji is the Richard
Clarke Cabot Professor of Social Ethics
in the department of psychology at
Harvard University and the Carol K
Pforzheimer Professor at Harvard's Rad
cliffe Institute for Advanced Study in
Cambridge, Massachusetts. Max H.
Bazerman is the Jesse Isidor Straus
Professor of Business Administration at
Harvard Business School in Boston.
Dolly Chugh, a Harvard Business
School MBA, is now a doctoral candi
date in Harvard University's joint pro
gram in organizational behav.
· Practical Op-Amps – Understanding Op Amp Parameters1. Search t.docxoswald1horne84988
· Practical Op-Amps – Understanding Op Amp Parameters
1. Search the Internet for a LM741 datasheet. texas Instruments can be a good source.
2. Answer the following questions:
1. Given a signal with a peak voltage of 10V and a frequency of 2kHz, calculate the SR for Figure A.4, pg. 212.
2. Given a total noise voltage of ent = 1mV, current noise In = 2pA/sqrt(Hz), and a source resistance Rs = 2kohms, calculate the voltage noise, Vn parameter. Requires solving for Vn in equation (A.3), pg. 207.
3. Given that the maximum frequency without distortion fmax is defined as fmax = SR/2πVp, calculate SR with fmax = 3kHz, and Vpp = 15.
4. Review the “LM741 datasheet” in your course materials and provide the following information:
1. Supply voltage range
2. Input Offset Voltage (typical) and (max)
3. Large Signal Voltage Gain (min) and (typical)
4. CMRR (typical)
5. SVRR (typical)
6. SR (typical)
7. How many BJT’s comprise the internal circuitry?
3. Scan all work and save it for upload with the title: “HW3_StudentID”, with your student id substituted in the file name. Show all work for full credit.
4. Upload file “HW3_StudentID”
INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortabl.
Write Your Essay Online. How to Write a Great Essay Quickly! ESL BuzzShannon Bennett
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12. Trouble with client/customer Having to work late Constant people interruptions Trouble with the boss Deadlines and time pressures Decision making Dealing with bureaucracy at work Technological breakdowns e.g. computers Trouble with colleagues Tasks associated with job not simulating Too much responsibility Too many jobs to do at once Telephone interruptions Traveling to and from work Traveling associated with the job Making mistakes Conflict with organizational goals Job interfering with home/family life Con't cope with inbox Can't say "No" to work Having to tell subordinates unpleasant things Too many meetings Don't know where career is going Worried about job security Spouse/partner not supportive about work Family life adversely affecting work
Editor's Notes
Three things are needed to make people happy in their work: they must be fit for it, they must not to do too much of it and they must have a sense of success in it.