The document discusses the importance of corporate culture and the role of consultants in diagnosing and changing culture. It outlines 10 key skills needed for effective consulting: humor, influence, confidence, fearlessness, rapid framing, value generation, intellect, active listening, instantiation, and responsiveness. The document also introduces the Denison model for diagnosing and designing corporate culture to improve profitability through cultural alignment, clear priorities, and concrete steps toward goals.
Why Customer Personas Still Matter - Innovate & Create Meaning Through EmpathyMarco Gervasio
How caring more for target audience can help you focus better, think outside the box, bring your team together, and ultimately impact people's lives in more significants ways.
Understanding emotions is not simple, but once you grasp the basics, you can actually determine what to do with them and identify opportunities to connect with your audience in meaningful ways.
05 managing conflict in organizations and dealing with unethical choices c...Nevion
There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.
Why Customer Personas Still Matter - Innovate & Create Meaning Through EmpathyMarco Gervasio
How caring more for target audience can help you focus better, think outside the box, bring your team together, and ultimately impact people's lives in more significants ways.
Understanding emotions is not simple, but once you grasp the basics, you can actually determine what to do with them and identify opportunities to connect with your audience in meaningful ways.
05 managing conflict in organizations and dealing with unethical choices c...Nevion
There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.
BAOT/COT Professional Affairs Officer
Mental Health and Learning Disabilities Genevieve Smyth's presentation about political awareness and influencing for occupational therapists. May 2010
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
Communication and networking are the two most important skills for managers. However, networking has received less attention. This presentation focuses on the different dimensions of networking to help managers.
The Trust Equation - A presentation by Javan Bramhall at Pathway2Grow The Pathway Group
This is the powerpoint slides used by Javan Bramhall from Digital Glue talking about "The Trust Equation" - The presentation was delivered at a Pathway2Grow Business Networking event in August 2015 to an audience of over 60 Business owners
In many of our daily interactions, the word “feedback” seems aptly named. Technically, it is the “return of a signal through an electronic circuit causing a high-pitched screeching noise”. Unless you’re a bat, the screech is hardly a delight to the ears. And so it is for many of the feedback that we get from people who, by right, are supposed to be on our side… friends, lovers, colleagues at work. And if a lot of the feedback we get from well-meaning persons is like a “high-pitched screeching noise”, what about the feedback that we give to them? How good are we at giving feedback? In this article the Author offers some useful tips in providing constructive feedback. They are distilled into the acronym, CAIRN.
Emotional engagement: The magic ingredient in any customer experienceMary Brodie
These are the slides from a Webinar about the impact of emotions on decision making and customer engagement. To hear the complete webinar presentation, go to: https://gearmark.lpages.co/sign-up-for-cx-magic-ingredient-emotions/
Changing organizational culture - a sweaty usecaseUri Cohen
You Thought Implementing Devops Is Hard? Try Building a Shower in Your Workplace
This is my ignite talk from devopsdays Tel Aviv, it is about hacking organizational culture, and how a seemingly impossible venture (building a fully functional shower in a place where there is no room or budget for it) can be made possible with a few simple (but determined) steps. It all started when I wanted to encourage people (including myself) to ride their bicycle to work, but needed a place to wash off our sweat after the intensive morning rides. By using this funny use case I’ll demonstrate a few tricks I used that are very relevant to driving change in any organization.
BAOT/COT Professional Affairs Officer
Mental Health and Learning Disabilities Genevieve Smyth's presentation about political awareness and influencing for occupational therapists. May 2010
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
Communication and networking are the two most important skills for managers. However, networking has received less attention. This presentation focuses on the different dimensions of networking to help managers.
The Trust Equation - A presentation by Javan Bramhall at Pathway2Grow The Pathway Group
This is the powerpoint slides used by Javan Bramhall from Digital Glue talking about "The Trust Equation" - The presentation was delivered at a Pathway2Grow Business Networking event in August 2015 to an audience of over 60 Business owners
In many of our daily interactions, the word “feedback” seems aptly named. Technically, it is the “return of a signal through an electronic circuit causing a high-pitched screeching noise”. Unless you’re a bat, the screech is hardly a delight to the ears. And so it is for many of the feedback that we get from people who, by right, are supposed to be on our side… friends, lovers, colleagues at work. And if a lot of the feedback we get from well-meaning persons is like a “high-pitched screeching noise”, what about the feedback that we give to them? How good are we at giving feedback? In this article the Author offers some useful tips in providing constructive feedback. They are distilled into the acronym, CAIRN.
Emotional engagement: The magic ingredient in any customer experienceMary Brodie
These are the slides from a Webinar about the impact of emotions on decision making and customer engagement. To hear the complete webinar presentation, go to: https://gearmark.lpages.co/sign-up-for-cx-magic-ingredient-emotions/
Changing organizational culture - a sweaty usecaseUri Cohen
You Thought Implementing Devops Is Hard? Try Building a Shower in Your Workplace
This is my ignite talk from devopsdays Tel Aviv, it is about hacking organizational culture, and how a seemingly impossible venture (building a fully functional shower in a place where there is no room or budget for it) can be made possible with a few simple (but determined) steps. It all started when I wanted to encourage people (including myself) to ride their bicycle to work, but needed a place to wash off our sweat after the intensive morning rides. By using this funny use case I’ll demonstrate a few tricks I used that are very relevant to driving change in any organization.
What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
As part of an assignment, here is a book concise of "Personality not included" by Rohit Bhargava. This doc would go well with the presentation ppt that I have uploaded on the same topic.
Conventional wisdom teaches us to avoid ambiguity. Clarity of facts and process is highly valued, particularly by young agency people. Yet we know that ambiguity can be a stimulus to creative thinking.
Here are some thoughts on how ambiguity can work for your advertising agency.
An extract from our book "Your Genius Ideas Book: A dose of commercial creativity for busy L&D professionals" to help you contribute more, drive change and ensure your organisation thrives.
How Does Organisational Change Really Happen? #influencers Albion
70% of change initiatives fail, most due to employee resistance. Our research with Ashridge Business School points to a unique and under-used group of people - Influencers - who drive change in a different way.
Week 3 Lecture 1 Problems in Person Perception”Salutations Clas.docxcockekeshia
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for him or her to unde.
Why do companies lose their best talents?CelexProject
I often say that no company is bigger or better than the people who work there, employees give it a damned hard every day. So why do companies lose their best talent all the time?
smime.p7s
Whole Foods Case study.pdf
Organization Behavior WK 3 reading assignment.docx
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective fam.
wk-3-vid-lec.mp4Week 3 Lecture 1 Problems in Person Percept.docxambersalomon88660
wk-3-vid-lec.mp4
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for .
Differentiate Yourself From the Competition: 15 Sales Experts Share How jennypoore
We all want to believe that we do a better job than anyone else, that no one else can compare. And while confidence is an important part of succeeding in sales, it isn’t true.
A company’s success is largely based on its ability to articulate and execute why it is DIFFERENT and BETTER than the competition.
Being “better” than someone else won’t get you very far. It might just make you feel good in the short-term. And assuming that your competitor will never “catch up” to you is a dangerous game to play.
If you bring this down to the salesperson’s level, those that tend to succeed are skillful at catching their prospect’s attention. They offer information. They send a ‘thank you’ note. They think ahead. On the flip side, the average low-performing salesperson requests information and time from their prospect (rather than offering it), avoids sending a handwritten thank you note (because that would “take too long”), and thinks on the fly (rather than thinking ahead).
Successful salespeople seek to be different, not just ‘better’. Because being different makes them better (i.e. more successful) in the long run.
We were curious about how our fellow sales pros thought about differentiation at the salesperson’s level, so we asked a few experts this question:
“What is ONE way a salesperson can differentiate him or herself from their competition?”
http://www.salesengine.com/sales/differentiate-yourself-from-the-competition-15-sales-experts-share-how/
Leadership Style Assessment Results
Your assessment results show that you have the characteristics of these types of leaders:
• Ambassador – your score is 21 points out of 25
• Advocate – your score is 19 out of 25
• People Mover – your score is 19 out of 25
• Truth-Seeker – your score 21 out of 25
• Creative builder – your score is 18 out of 25
• Experienced guide – your score is 21 out of 25
See the sections below for more detail on your natural roles and some suggestions for next steps.
Ambassador
Ambassadors instinctively know how to handle a variety of situations with grace. They tend to be the people diffusing nasty situations. The ones getting involved in conflicts on behalf of broad constituencies, as opposed for their own benefit. They are apt to be persistent in a gentle way -- to be persuasive and at the same time respectful.
An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and development frameworks with the result that employees understand and accept the new order easily.
Advocate
Advocates instinctively act as the spokesperson in a group. They tend to be articulate, rational, logical, and persuasive. They also tend to be relentless (in the positive sense of the word), championing ideas or strategic positions. Advocates tend to use both linear and non-linear approaches when they argue a point.
Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates, being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and white only. Advocates very often need Ambassadors on their senior management teams -- to help them temper their messages and persuade employees to “buy into” their decisions.)
People Mover
Think: Talent-spotter, career-builder, motivator, someone with parental, nurturing qualities. People Movers instinctively take the lead in building teams. They’re also instinctive mentors. They generally have large contact lists; they are always introducing new people to new ideas and new paths. They’re also generally mindful of their employees’ lives outside of work; they view performance through the larger lens of potential.
There is a certain “holiday card joy” that comes with being a People Mover; when people continue to update you on their progress because they know you’ll care, even if you have nothing in common with them and are effectively out of touch with them, you know you’re a People Mover.
Truth-Seeker
Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high standard. This is the only role for which there is a “prerequisite;” Truth-Seekers are unfailingly competent in their field; their competence is unquestioned.
Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and policies. They act to preserve the integrity of processes. The ...
Sales Management Pain Points: For the Future, Sales Management Requires VirtuesPipeliner CRM
Virtues are the necessity for the sales management future. Quality of responsible behavior is not something that comes for granted and develops in every sales manager personality. Virtues have to be analyzed then understood and consciously included in the sales management process
Similar to The New Era of the Corporate Culture and the Consultancy (20)
EL MUNDO ES PLANO Y SU NUEVO EJE GEO POLÍTICO ESTA EN ASIA
EL NUEVO EJE GEO POLÍTICO DEL MUNDO ESTA EN ASIA
Thomas Friedman está convencido de que estamos en una nueva época, la de la Revolución de la Información, que a mi parecer es sin duda, la 4ª Ola de Cambio, definida hace varios años por Morrie Shechtman como la "Revolución de la Información y Comunicación Intensivas"
Friedman comenta que el presente período, "Globalización 3.0" fue precedido por:
La «globalización 1.0» en la que los países y los gobiernos eran los principales protagonistas que establecían las reglas comerciales.
La «globalización 2.0» en la que las empresas multinacionales abrieron la vía a un proceso de integración global de la economía.
No obstante, a diferencia de las revoluciones tecnológicas precedentes (3ª Ola de Cambio/Revolución Tecnológica), esta se propaga a toda velocidad y afecta a mucha más gente al mismo tiempo.
Cuanto más rápida es la transición a una nueva era, más crece su capacidad para provocar trastornos.
En efecto, este cambio demasiado brusco está afectando a las personas y provoca una pérdida de puntos de referencia, sobre todo en materia de identidad cultural.
Calendario de lo Insólito (eaBC La Quinta Ola de Cambio)
A partir de hace 70,000 años, los Homo Sapiens (nosotros) comenzaron a hacer cosas interesantes, como barcas, lámparas de aceite, arcos, flechas y agujas y… abandonaron África produciéndose así la primera revolución de la humanidad “La revolución cognitiva”. Gracias a la revolución cognitiva el Sapiens adquirió la capacidad de poder hablar sobre ficciones (mitos, leyendas, religiones). Resulta congruente creer que el Sapiens es la única criatura que puede hablar de cosas que no existen realmente. Las ficciones les permitió a los Sapiens poder realizar tareas en gran número y poder confiar en personas desconocidas para ellos, ya que estas personas poseen las mismas creencias que los demás. Adentrémonos en un facinante mundo de Mitos y Leyendas, creadas por nosotros mismos y creídas por nosotros mismos.
A partir de hace 70,000 años, los Homo Sapiens (nosotros) comenzaron a hacer cosas interesantes, como barcas, lámparas de aceite, arcos, flechas y agujas y… abandonaron África produciéndose así la primera revolución de la humanidad “La revolución cognitiva”.
Gracias a la revolución cognitiva el Sapiens adquirió la capacidad de poder hablar sobre ficciones (mitos, leyendas, religiones).
Resulta congruente creer que el Sapiens es la única criatura que puede hablar de cosas que no existen realmente.
Las ficciones les permitió a los Sapiens poder realizar tareas en gran número y poder confiar en personas desconocidas para ellos, ya que estas personas poseen las mismas creencias que los demás.
Adentrémonos en un facinante mundo de Mitos y Leyendas, creadas por nosotros mismos y creídas por nosotros mismos.
Capsugel and tylenol crisis management check list and true leadershipea Business Consulting
CAPSUGEL & TYLENOL: CRISIS MANAGMENT CHECK LIST & TRUE LEADERSHIP
www.eabc.website
Crisis Management & True Leadership.
No matter we’re talking about a business man, a football trainer or a teacher; the thing they have in common is that they are leaders.
But at what level of leadership are they, how do they treat their employees, what do they think about results, deadlines and so on? Every leader operates at his own level.
In 1983 when I was collaborating in Capsugel I had the opportunity to meet three great leaders in the Pharmaceutical Industry: Charles Hoover, Randy Dennin & Angel Mendoza
Capsugel was a manufacturer of hard empty gelatine capsules for the pharmaceutical industry having as customers firms as Italmex Pharma.
Capsugel was a division of Warner Lambert pharmaceutical company with strong presence in the United States and Latam.
I am sure that Capsugel was in fact a marketing company, dedicated to positioning the empty gelatin capsules among the large laboratories as for example Pfizer and CHINOIN Productos Farmacéuticos S.A. de C.V.
it was necessary to compete against substitute products such as pills and pellets,however, this trio of champions -Charles Hoover, Randy Dennin and Angel Mendoza -did it.
TO SEE THE FULL BLOG PUSH THE IMAGE
https://www.eabc.website/blog/crisis-management-checklist-true-leadership
LA DIRECCIÓN DE EMPRESAS EN UN MUNDO GLOBAL
Los directivos de hoy deben crear una organización sensible al cliente a través de colaboradores amistosos y amables, preparados, accesibles y con el reto de lograr la satisfacción del cliente. Los directivos de hoy deben de proporcionar en forma sistemática un servicio de alta calidad e Innovador. La Innovación es un ingrediente esencial de los gerentes. Innovar es: Hacer las cosas de un modo distinto Explorar nuevos territorios Tomar riesgos Vivimos una Era en donde se han reducido las Ganancias y Márgenes debido a que la Información está disponible tan rápido y fácilmente que repetir un servicio o producto se vuelve relativamente sencillo. La gente es la vanguardia competitiva; la información asegura que se haga una réplica de cada ventaja competitiva excepto de la relación cliente y proveedor. En mi experiencia personal, esto lo he constatado en firmas como Crisoba, Crayola, RR Donnelley, Tops Products, Esselte e IMEF
Los directivos de hoy deben crear una organización sensible al cliente a través de colaboradores amistosos y amables, preparados, accesibles y con el reto de lograr la satisfacción del cliente.
Los directivos de hoy deben de proporcionar en forma sistemática un servicio de alta calidad e Innovador.
La Innovación es un ingrediente esencial de los gerentes.
Innovar es:
Hacer las cosas de un modo distinto
Explorar nuevos territorios
Tomar riesgos
Vivimos una Era en donde se han reducido las Ganancias y Márgenes debido a que la Información está disponible tan rápido y fácilmente que repetir un servicio o producto se vuelve relativamente sencillo.
La gente es la vanguardia competitiva; la información asegura que se haga una réplica de cada ventaja competitiva excepto de la relación cliente y proveedor.
En mi experiencia personal, esto lo he constatado en firmas como Crisoba, Crayola, RR Donnelley, Tops Products, Esselte e IMEF
On June 30, 20018 appeared in “Fortune Magazine” a very interesting article about the situation of an American company as “Harley Davidson” and a Chinese Firm “Foxconn”.
By one side Harley Davidson looking for to relocate his factory from USA to Europe and by other side, Foxconn expecting to move her facilities from China to USA What a Paradox!
The article was written by Clay Chandler and published by “Fortune” Magazine. The Reflections after read this article are: 1) On terms of her production, it is interesting to see the International Strategy Harley – Davidson is thinking to follow and the Strategy Foxconn Technology Group will follow.
2) It is very clear how the Economic Model in USA is changing.
3) The questions with changed mentioned on point two are:
a) Who and how is “paying” by for the workers of Foxconn in USA?
b) It is fair the package of tax incentives for Harley-Davidson as is for Foxconn?
4) The package of tax incentives given to Foxconn is a real example of the Competitiveness of USA or is an example of distorted subside to attract investors to USA?
On June 30, 20018 appeared in “Fortune Magazine” a very interesting article about the situation of an American company as “Harley Davidson” and a Chinese Firm “Foxconn”.
By one side Harley Davidson looking for to relocate his factory from USA to Europe and by other side, Foxconn expecting to move her facilities from China to USA
What a Paradox!
The article was written by Clay Chandler and published by “Fortune” Magazine.
The Reflections after read this article are:
1) On terms of her production, it is interesting to see the International Strategy Harley – Davidson is thinking to follow and the Strategy Foxconn Technology Group will follow.
2) It is very clear how the Economic Model in USA is changing.
3) The questions with changed mentioned on point two are:
a) Who and how is “paying” by for the workers of Foxconn in USA?
b) It is fair the package of tax incentives for Harley-Davidson as is for Foxconn?
4) The package of tax incentives given to Foxconn is a real example of the Competitiveness of USA or is an example of distorted subside to attract investors to USA?
Desde hace más de 10,000 años, las festividades decembrinas significaban para la
humanidad momentos de reflexión acerca de lo logrado en el año y el inicio de un nuevo ciclo, un nuevo Sol que
representaba la esperanza, la abundancia y la armonía universal.
NEOLIBERALISMO, GLOBALIZACIÓN Y EMPRESA FAMILIAR
UNA REFLEXIÓN DE LA IMPORTANCIA ESTRATÉGICA EN LA ECONOMÍA MEXICANA DE LA EMPRESA FAMILIAR.
EL IMPACTO DEL NEOLIBERALISMO Y LA GLOBALIZACIÓN EN LA EMPRESA FAMILIAR Y...DE CUANDO LÓPEZ PORTILLO PIDIO PERDÓN A LOS MENOS FAVORECIDOS.
NEOLIBERALISMO, GLOBALIZACIÓN Y EMPRESA FAMILIAR
UNA REFLEXIÓN PUBLICADA EN LA PRESTIGIADA REVISTA "VENTANA" DE LA ESCUELA BANCARIA Y COMERCIAL SOBRE LA IMPORTANCIA ESTRATÉGICA QUE TIENE LA EMPRESA FAMILIAR EN LA ECONOMÍA NACIONAL.
NEOLIBERALISMO, GLOBALIZACIÓN Y EMPRESA FAMILIAR
UNA REFLEXIÓN PUBLICADA EN LA PRESTIGIADA REVISTA "VENTANA" DE LA ESCUELA BANCARIA Y COMERCIAL SOBRE LA IMPORTANCIA ESTRATÉGICA QUE TIENE LA EMPRESA FAMILIAR EN LA ECONOMÍA NACIONAL.
El abc del liderazgo y el fallido caso del rey gustavo adolfo ii de sueciaea Business Consulting
¿Que es liderazgo en términos modernos? ¿Los seguidores de un Líder son capaces de seguirlo hasta el mismo infierno? Veamos como esto no sucedió en el caso de Gustavo Adolfo II Rey de Suecia. Esta es la historia de un Rey / Líder que murió por exceso de confianza en su Liderazgo.
___________________________________________
What is leadership in modern terms?
Do the followers of a leader are able to follow him to hell itself?
Let's see how this did not happen in the case of King Gustav II Adolf of Sweden.
This is the story of a king / leader who died of excessive confidence in his leadership.
El abc del liderazgo y el fallido caso del rey gustavo adolfo ii de sueciaea Business Consulting
¿Qué es liderazgo en términos modernos?
¿Los seguidores de un Líder son capaces de seguirlo hasta el mismo infierno?
Veamos como esto no sucedió en el caso de Gustavo Adolfo II Rey de Suecia.
Esta es la historia de un Rey / Líder que murió por exceso de confianza en su Liderazgo.
--------------------------------------------------------------------------
What is leadership in modern terms?
Do the followers of a leader are able to follow him to hell itself?
Let's see how this did not happen in the case of King Gustav II Adolf of Sweden.
This is the story of a king / leader who died of excessive confidence in his leadership.
Este caso es para ejemplificar, una estrategia de Capital Humano y de Negocios Internacionales, que Juan Carlos Erdozáin Rivera presentó durante el "INTERNATIONAL FORUM NEW ROLE OF THE FINANCIAL LEADER” , en la Ciudad de Panamá en octubre pasado.
Saludos cordiales,
______________________________
MBA Juan Carlos Erdozáin Rivera
Managing Director I ea Business Consulting
Oficina: 5295 1606 I Móvil: 55 5102 5069
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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The New Era of the Corporate Culture and the Consultancy
1. THE NEW ERA OF THE CORPORATE CULTURE & THE
CONSULTANCY
(You need change. Now you can make it happen!)
By Juan Carlos Erdozáin Rivera
Morris Shechtman tells us in his book “Working Without a Net”, how to Survive & Thrive in
Today´s High Risk Business World.
In this new economy that we are living, "Culture of High Risk,"
Shechtman points out that “Companies can lose phenomenal
sums of money for months and deny that anything is amiss, until
losses are too large to be ignored. Then they look for the
downsizing employees in a futile attempt to cut their losses”.
And Shechtman adds: “When asked why they didn´t do
anything about their mounting losses earlier, some companies
use to say “We are waiting for it to turn around” or “We can´t do
much about it because we can´t get the right employees to
cooperate”...these excuses are nothing more than denials that the situation is bad and
must be changed.
The big issue is that “Denial” (as mentioned above), beyond the organizations takes place
on an individual level, for example chronically unemployed people would find jobs quickly if
they stop pretending that their industry is still alive and well or that they are able find work
in the city in which they´ve always live.
On terms of "Total Quality" everybody knows that if we want to change the "Corporative
Culture" of one organization, we should first change the paradigms of individuals that
conformed the company.
So, in order to change paradigms of individuals that will help to change the Corporative
Culture of the organization, there are at least two ways to do it:
1) Through an Internal Consulter.
2) Through an External Consulter.
In any of the mentioned ways, we will need a Consulter Expert in Change Culture but, the
question is How to choose one Consulter?
Well, Alan Weiss in his book about Consulting and based on his observations, points the
required behaviors and skills, for one Consulter. Next allow me reproduce it of his book
"Getting Started in Consulting":
1. Humor and perspective. There are few things as important as remaining on an even
keel. You shouldn’t be as high as the last victory (sale) or as low as the last defeat
(rejection). See both the comic and tragic within client engagements. You must retain your
objectivity—and sanity—which can be easily distorted when you work alone. Humor is also
2. a sign of high intelligence and mental agility. If you can’t laugh at yourself and at the world
around you, join the corporate ranks or become a philosopher, but don’t put out a
consulting shingle.
2. Influence. You have to be able to speak, either formally or informally, in such a way that
you can command a room or persuade an individual. Many consultants are horrible public
speakers, which severely limits their effectiveness and their practice. A grasp of proper
English, a wide-ranging vocabulary, and a talent for metaphor will serve you well in both
marketing and implementation.
3. Confidence and self-esteem. This is no profession for the faint of heart. Strong and
powerful people will stare in your face, and weak and frightened people will nip at your heels.
People know it when they see it, and it’s the ability to exude confidence and power. You
should be seen as a credible peer by clients and prospects, not as a vendor, salesperson,
or subordinate.
4. Fearlessness. This is different from confidence. This is the ability to walk away from
business you don’t want and buyers you don’t like. It’s the ability to say to prospects that
their basic premises are incorrect and that you’d be doing them a disservice if you proposed
a project based on their current expectations. Nothing increases credibility (and, ultimately,
business) like the willingness to stand your own ground, disagree when you have better
information and insights, and offer a differing view of a situation. You may get thrown out.
Or you may be embraced as an honest person. You cannot fear failure.
5. Rapid framing. This is a little-known and little-understood trait that I’ve identified as one
of the keys in differentiating consultants early in discussions with a prospective client. It is
the ability to quickly summarize the issues not to propose solutions, which are premature in
early meetings—so that the discussion can focus rapidly on the next steps. For example,
“Jill, what I’m hearing is that your customer retention is declining, but you’re not really sure
why, and you’re reluctant to take any corrective actions until you’re positive about the cause.”
Many clients aren’t sure themselves how to articulate their concerns and needs, and the
consultant who can do so for them becomes a partner and solidifies the relationship.
6. Value generation. Most consultants make the mistake of zealously guarding what they
consider to be their intellectual property. In reality, there’s nothing new under the sun. The
ability to provide a prospect with real value right from the initial contact will create a
subliminal message: “If I’m getting this much from our preliminary discussions, how much
would I gain if I actually hired this person?!” Smoothly and deftly work into the conversation
ideas, books, articles, approaches, references, experiences, and anything else that will
create early value and reliance.
7. Intellect. There may be no greater asset than intellectual firepower. The more you are
able to quickly use examples, paraphrase, cite historical analogies, recognize weakness in
an argument, ask penetrating questions, and so forth, the more you will at least be seen as
a peer and probably be seen as an invaluable asset to the client’s business. Powerful people
tend to hire powerful people, and powerful people are the ones with large sums to invest.
Weak people are frightened by powerful people, but they are not the buyers you want to
appeal to in any case.
8. Active listening. Instead of tuning out and thinking about still another way to tell the
prospect how good you are, demonstrate your ability to listen clearly, take part in the
3. conversation through reflective listening (replying “in other words . . .” and paraphrasing, for
example), and assure the other party that you’re involved in and concerned about these
issues. This will do wonders not only in securing business, but also in networking, dealing
with your bankers, resolving confrontations, and so on. Active listening is one of the rarer
traits in consulting, since most consultants try to talk too much (and when they’re talking,
they can’t be listening and learning).
9. Instantiation. I couldn’t help it—this is one of my favorite words. It means “making
abstract examples and concepts tangible.” Consultants tend to talk at 35,000 feet while the
client is dealing with problems on the ground. It is a tremendous advantage to be able to
say, “By participation, I don’t mean anarchy, but rather people taking on accountability for
the outcome of their work, such as following up the next day with a customer who
complained about late shipments.” Clients are concerned with the pragmatic improvement
tomorrow. You have to take your approaches and translate them into that improved future.
10. Bang-bang responsiveness. I’m convinced that responsiveness is an innate character
trait, because it’s so easy, yet done so poorly by so many consultants. I promise a 90-minute
response to all phone calls, and I meet that standard 99 percent of the time. Yet many
consultants don’t get back to people for days. In this profession, getting there first is a major
advantage. You must have the disposition to return calls, respond to letters, answer e-mails,
and meet commitments faithfully and reliably. If you are disorganized, can’t seem to move
the piles of papers off your desk, and have a yard of pink phone messages sticking out of
your pockets, find a day job. You won’t make it as a consultant.
As a final reflection, it is important to note that in this new economy that we are living in, any
company that seeks to improve its profitability, should consider making a serious and
profound diagnosis of its corporate culture, through a process of internal or external
consulting and using the tools and cutting-edge technologies.
Is there a way to diagnose and design a better corporate culture that improve help the
profitability of the company?
There is a very interesting tools and cutting-edge technology named "Denison", expert in
the processes of change; change happens when an organization aligns around a mission,
establishes clear priorities, and offers concrete steps toward achieving them. Her
methodology begins by building an understanding of the organization, then working to craft
the steps toward achieving the goals.
The Denison Model provides a framework to help drive progress toward organizational
goals. For over 25 years, it has helped businesses achieve cultural and financial success by
delivering insight into their cultural performance.
You need change. Now you can make it happen!