This document contains a self-assessment for a board member to evaluate their competencies, attributes, knowledge of their role, and expertise to serve on the board. It includes sections to rate skills like communication, problem solving, and leadership. It also has the board member describe their experience, location, interests and availability. Finally, it includes a "Board Skills Matrix" for the member to rate their expertise in areas like finance, operations, and stakeholder management to identify strengths and gaps. The self-assessment aims to help the board member understand how they can best contribute and identify areas for development.
Managing successful teams requires common objectives, commitment from all members, effective communication, confidence in one another, enjoyment of working together, good leadership, involvement from everyone, trust between members, understanding of roles, adherence to standards, and support for one another. Regular training, clear communication, addressing conflicts promptly, and assessing performance help teams continue functioning well together over time.
This lecture series provides with basic conceptual insights and also tools and techniques for improving managerial efficiency through effective leadership, organizational communication and supervision to manage an operational process climate of an organization.
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
This document provides an introduction to leadership, covering topics such as what leadership is, the importance of leadership, qualities of a leader, the differences between leadership and management, different leadership styles, and leader ethics. It defines leadership as a process of directing and influencing people towards accomplishing goals. The importance of leadership is discussed in terms of initiating action, providing motivation and guidance, creating confidence, building morale, and enabling coordination. Qualities of a good leader include intelligence, communication skills, empathy, and being a role model. The differences between leadership and management are explained, with leadership focusing more on inspiration and vision compared to the planning and control focus of management. Different leadership styles like autocratic, laissez-faire, democratic,
The document outlines the key competencies of an effective leader, including analyzing issues, knowing the business, inspiring people, empowering others, coaching and providing feedback, modeling professionalism, getting results, showing vision, communicating effectively, valuing people, handling challenges, promoting teamwork, and more. Effective leaders gather relevant information to solve problems, make sound decisions, assess skills, understand business trends and goals, inspire commitment, delegate tasks, coach subordinates, provide feedback, take responsibility, eliminate barriers, communicate vision, listen to others, respect people, remain calm in difficult situations, and encourage collaboration.
This document summarizes a presentation on leadership competencies and challenges for project managers. The presentation covered:
1) An overview of leadership styles and the transition from manager to leader, focusing on managing tasks versus leading people.
2) Key leadership competencies like self-awareness, credibility, vision, empathy, and adaptability. It also discussed attributes and behaviors for effective team leadership.
3) Challenges leaders may face including working with stakeholders, virtual teams, ineffective leadership, and lack of self-awareness.
4) Next steps for leaders like conducting self-assessments, building networks, seeking feedback, and practicing authentic leadership behaviors through review and reflection.
Managing successful teams requires common objectives, commitment from all members, effective communication, confidence in one another, enjoyment of working together, good leadership, involvement from everyone, trust between members, understanding of roles, adherence to standards, and support for one another. Regular training, clear communication, addressing conflicts promptly, and assessing performance help teams continue functioning well together over time.
This lecture series provides with basic conceptual insights and also tools and techniques for improving managerial efficiency through effective leadership, organizational communication and supervision to manage an operational process climate of an organization.
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
This document provides an introduction to leadership, covering topics such as what leadership is, the importance of leadership, qualities of a leader, the differences between leadership and management, different leadership styles, and leader ethics. It defines leadership as a process of directing and influencing people towards accomplishing goals. The importance of leadership is discussed in terms of initiating action, providing motivation and guidance, creating confidence, building morale, and enabling coordination. Qualities of a good leader include intelligence, communication skills, empathy, and being a role model. The differences between leadership and management are explained, with leadership focusing more on inspiration and vision compared to the planning and control focus of management. Different leadership styles like autocratic, laissez-faire, democratic,
The document outlines the key competencies of an effective leader, including analyzing issues, knowing the business, inspiring people, empowering others, coaching and providing feedback, modeling professionalism, getting results, showing vision, communicating effectively, valuing people, handling challenges, promoting teamwork, and more. Effective leaders gather relevant information to solve problems, make sound decisions, assess skills, understand business trends and goals, inspire commitment, delegate tasks, coach subordinates, provide feedback, take responsibility, eliminate barriers, communicate vision, listen to others, respect people, remain calm in difficult situations, and encourage collaboration.
This document summarizes a presentation on leadership competencies and challenges for project managers. The presentation covered:
1) An overview of leadership styles and the transition from manager to leader, focusing on managing tasks versus leading people.
2) Key leadership competencies like self-awareness, credibility, vision, empathy, and adaptability. It also discussed attributes and behaviors for effective team leadership.
3) Challenges leaders may face including working with stakeholders, virtual teams, ineffective leadership, and lack of self-awareness.
4) Next steps for leaders like conducting self-assessments, building networks, seeking feedback, and practicing authentic leadership behaviors through review and reflection.
The document discusses issues with human resources in Indonesia and proposes an integrated approach to solving them. It summarizes that:
1. Indonesian HR professionals often lack confidence, communication skills, and self-driven learning according to some respondents.
2. HR must be treated as a strategic function rather than just administrative. There are also issues with leadership, culture, systems and practices.
3. Performance is determined by an employee's capacity, commitment, and applied knowledge and skills. All elements must be at least 100% for full performance.
4. An integrated approach is needed that addresses the organization structure, managerial systems and practices, compensation, and people development to solve HR issues comprehensively.
Dissertation literature review on applying interpersonal and communication sk...PhD Assistance
The present article helps the USA, the UK, Europe and the Australian students pursuing in all subjects to successfully lead manage and participate in a team. Communication and interpersonal skill plays a big role for handling and managing a team. Having good interpersonal skills is important for communicating and building relationships. PhD Assistance offers UK Dissertation Research Topics Services in Management Domain. When you Order Management Dissertation Services at PhD Assistance, we promise you the following – Plagiarism free, Always on Time, outstanding customer support, written to Standard, Unlimited Revisions support and High-quality Subject Matter.
Communication and interpersonal skills are interrelated as the latter help an individual to handle the flow of communication with their peers or professional executives. Get literature review writing help to highlight research gaps and to identify the research problem.
To Learn More: https://bit.ly/3cdVrwk
Contact Us:
UK NO: +44-1143520021
India No: +91-8754446690
Email: info@phdassistance.com
Website Visit :
https://www.phdassistance.com/
https://www.phdassistance.com/uk/
https://phdassistance.com/academy/
The promoters of a company wanted to drive future growth through empowering people in leadership roles, but they were unwilling to give up their own control. In meetings with the promoters, they expressed wanting leaders to take ownership, but it was clear the promoters still made all major decisions themselves. The culture emphasized compliance over independent thinking. While change was desired, the promoters' unwillingness to share power contradicted that goal. True change requires openness, time and shifting from a mindset of scarcity to one of abundance and long-term vision.
This document discusses team building and how to effectively build productive work teams. It provides characteristics of productive teams and outlines steps for the team building process. Some key points:
- Productive teams have common goals, clear roles and responsibilities, high morale, productivity, trust and cooperation between members.
- Before conducting team building, assess if the circumstances are right by determining if teamwork is needed, the problems can be addressed through team building, and management/members are committed.
- The team building process involves introducing the concept to the team, gathering preliminary data on issues, conducting activities focused on goals, roles, relationships, processes etc. and evaluating results.
- Team building activities are designed to improve goal
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
Calling All HR Professionals : Nonprofit Boards Need You Taproot Foundation
Nonprofit boards need HR professionals. Taproot and BoardSource interviewed and surveyed HR professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 87% of your HR peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 96% of your HR peers who have served on boards believe it is important to share their HR expertise with the nonprofit
You can play an incredibly valuable role on a board - from counseling a nonprofit CEO during crisis situations involving personnel, to recruiting and engaging new board members, to conducting a skills assessment of the board.
Check out the presentation to learn more about ways HR professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
This article discusses how L&D, OD, and HR professionals can increase their professional reputation. It recommends focusing on being a helpful source of business-relevant information for managers. Professionals should proactively seek out managers, focus on business goals over rules, publicly recognize others' contributions, and establish themselves as competent problem solvers. Building trust and reducing adversarial relationships by collaborating with managers can increase influence and cooperation.
Empowering employees by giving them responsibility and autonomy leads to higher job satisfaction, motivation, and performance. However, empowerment requires overcoming barriers like bureaucracy, risk aversion, and lack of trust. Leaders can empower employees by supporting their development, delegating meaningful tasks, sharing knowledge, and allowing autonomy within clear boundaries and accountability. Potential hazards include a lack of structure or alignment with organizational goals. Successful empowerment requires a shared vision, open communication, aligned individual goals, and mutual support.
1. The document describes the AMA Management Competency model which includes competencies in three areas: Knowing and Managing Yourself, Knowing and Managing Others, and Knowing and Managing Business.
2. It lists the competencies within each area and provides high-level descriptions of some of the competencies.
3. The competency model is intended to be used for selection, development, and performance assessment of employees at different management levels from individual contributors to senior managers.
This document discusses balancing governance and management for nonprofits. It provides definitions for governing, managing and leading, and emphasizes that nonprofit leadership is a collaborative team process. It outlines key responsibilities for boards of directors and executive directors/CEOs, and stresses the importance of clearly defining their respective decision-making authorities. The document offers tips for boards to support executive directors, conduct annual performance evaluations, determine appropriate compensation, and plan for executive succession. Throughout, it emphasizes the need for mutual trust and understanding between boards and executive leadership.
As competition in most industries has increased, technology has evolved, and innovation has moved to the forefront, organizations have come to realize the importance of having employees with high levels of emotional intelligence (EQ). According to studies, 90% of high performers have significant levels of EQ, and it is the single best predictor of performance. Learn the traits of high EQ, how they translate into professional behaviors, and how to assess it in prospective hires.
The document describes Hersey and Blanchard's Situational Leadership model. It includes a self-assessment to determine a leader's preferred leadership style based on their responses to different leadership situations. The model proposes that leadership style should depend on the readiness and competence of followers. There are four leadership styles that range from directing/telling followers with low readiness to delegating to followers with high readiness. Effective leaders adapt their style based on where followers fall on the readiness continuum.
T5 leadership & communication skills 2013Rione Drevale
The document discusses various aspects of leadership and communication skills. It defines leadership as a process where a leader influences followers to achieve goals. Leadership involves more than just management, as it involves envisioning the future and setting a new direction. Effective leadership requires traits such as determination and communication abilities. There are different leadership styles such as autocratic, democratic, and laissez-faire. Visionary leadership focuses on empowering frontline workers and delegating decision-making. Strong communication, negotiation, and networking skills are also important for leaders.
This document discusses leadership and provides information on:
- The objectives of the session on leadership.
- Definitions of leadership focusing on influencing others towards common goals.
- Theories of leadership including trait, behavioral, contingency, transformational, and transactional theories.
- Qualities of good leadership such as intelligence, emotional stability, motivation, and integrity.
- Functions of leadership including inspiration, cooperation, confidence, and motivation.
- Types of leadership styles such as autocratic, democratic, laissez-faire, paternalistic, bureaucratic, and coercive.
The document discusses the key roles and responsibilities of managers. It states that the main purpose of a manager's job is to achieve objectives by ensuring that each team member achieves their goals. An effective manager has the capability to get ordinary employees to perform extraordinarily. Some of the key responsibilities of managers include ensuring objectives are met, decision making, developing team members, customer focus, planning, monitoring, and providing feedback. The document contrasts effective managers from ineffective ones, noting that effective managers are advisors, benefactors, and cheerleaders while ineffective ones are appeasers, bullies, and subjectiv
The document discusses concepts related to supervision, coaching, group dynamics, and leadership styles. It provides information on coaching approaches and styles, True Colors personality types, stages of group development (forming, storming, norming, performing), and how those with different personality types may experience and respond to the different stages of group development.
Practical Tips for Effective Career Discussions at Work (NICEC)Barry Horne
Based on research conducted by the [UK] National Institute for Career Education and Counselling, this document highlights key findings. It then offers practical tips for Givers and Receivers of Career Support in a tabular, staged format. Tips are presented for setting up career discussions, establishing trust, sharing information and agreeing action.
The document discusses organizational behavior and related topics. It provides definitions and explanations of key concepts.
1) Organizational behavior is the study of how people interact within groups, with the goal of making business organizations more efficient.
2) Successful managers spend more time networking and interacting with others, while dedicating less time to traditional management activities.
3) Managing diversity, improving quality and productivity, and developing strong people skills are important challenges and opportunities for organizational behavior.
Core competencies for leadership development training loflinrls0709
Manufacturing Company identified a gap in their leadership talent pool and established 10 core competencies to evaluate candidates, including willingness to change, goal focus, thinking outside the box, entrepreneurial thinking, customer focus, teamwork, communications, social and cultural sensitivity, and inspiration. These competencies were incorporated into their Employee Development Dialogue performance evaluation tool to assess employees and identify development opportunities.
The document discusses the key elements of directing including supervision, motivation, leadership, and communication. It describes concepts like Maslow's hierarchy of needs and different leadership styles such as autocratic, democratic, and laissez-faire. Barriers to effective communication are also covered along with ways to overcome them to ensure proper information flow within an organization.
Knockout.js is a JavaScript MVVM library that provides declarative data binding and automatic UI refresh. It consists of a Model that defines the data structure, a ViewModel that adapts the model for presentation, and a View that presents the data. Knockout uses data-binding attributes to bind the View to the ViewModel and supports templating, computed values, and extensibility through custom bindings.
The document discusses issues with human resources in Indonesia and proposes an integrated approach to solving them. It summarizes that:
1. Indonesian HR professionals often lack confidence, communication skills, and self-driven learning according to some respondents.
2. HR must be treated as a strategic function rather than just administrative. There are also issues with leadership, culture, systems and practices.
3. Performance is determined by an employee's capacity, commitment, and applied knowledge and skills. All elements must be at least 100% for full performance.
4. An integrated approach is needed that addresses the organization structure, managerial systems and practices, compensation, and people development to solve HR issues comprehensively.
Dissertation literature review on applying interpersonal and communication sk...PhD Assistance
The present article helps the USA, the UK, Europe and the Australian students pursuing in all subjects to successfully lead manage and participate in a team. Communication and interpersonal skill plays a big role for handling and managing a team. Having good interpersonal skills is important for communicating and building relationships. PhD Assistance offers UK Dissertation Research Topics Services in Management Domain. When you Order Management Dissertation Services at PhD Assistance, we promise you the following – Plagiarism free, Always on Time, outstanding customer support, written to Standard, Unlimited Revisions support and High-quality Subject Matter.
Communication and interpersonal skills are interrelated as the latter help an individual to handle the flow of communication with their peers or professional executives. Get literature review writing help to highlight research gaps and to identify the research problem.
To Learn More: https://bit.ly/3cdVrwk
Contact Us:
UK NO: +44-1143520021
India No: +91-8754446690
Email: info@phdassistance.com
Website Visit :
https://www.phdassistance.com/
https://www.phdassistance.com/uk/
https://phdassistance.com/academy/
The promoters of a company wanted to drive future growth through empowering people in leadership roles, but they were unwilling to give up their own control. In meetings with the promoters, they expressed wanting leaders to take ownership, but it was clear the promoters still made all major decisions themselves. The culture emphasized compliance over independent thinking. While change was desired, the promoters' unwillingness to share power contradicted that goal. True change requires openness, time and shifting from a mindset of scarcity to one of abundance and long-term vision.
This document discusses team building and how to effectively build productive work teams. It provides characteristics of productive teams and outlines steps for the team building process. Some key points:
- Productive teams have common goals, clear roles and responsibilities, high morale, productivity, trust and cooperation between members.
- Before conducting team building, assess if the circumstances are right by determining if teamwork is needed, the problems can be addressed through team building, and management/members are committed.
- The team building process involves introducing the concept to the team, gathering preliminary data on issues, conducting activities focused on goals, roles, relationships, processes etc. and evaluating results.
- Team building activities are designed to improve goal
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
Calling All HR Professionals : Nonprofit Boards Need You Taproot Foundation
Nonprofit boards need HR professionals. Taproot and BoardSource interviewed and surveyed HR professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 87% of your HR peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 96% of your HR peers who have served on boards believe it is important to share their HR expertise with the nonprofit
You can play an incredibly valuable role on a board - from counseling a nonprofit CEO during crisis situations involving personnel, to recruiting and engaging new board members, to conducting a skills assessment of the board.
Check out the presentation to learn more about ways HR professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
This article discusses how L&D, OD, and HR professionals can increase their professional reputation. It recommends focusing on being a helpful source of business-relevant information for managers. Professionals should proactively seek out managers, focus on business goals over rules, publicly recognize others' contributions, and establish themselves as competent problem solvers. Building trust and reducing adversarial relationships by collaborating with managers can increase influence and cooperation.
Empowering employees by giving them responsibility and autonomy leads to higher job satisfaction, motivation, and performance. However, empowerment requires overcoming barriers like bureaucracy, risk aversion, and lack of trust. Leaders can empower employees by supporting their development, delegating meaningful tasks, sharing knowledge, and allowing autonomy within clear boundaries and accountability. Potential hazards include a lack of structure or alignment with organizational goals. Successful empowerment requires a shared vision, open communication, aligned individual goals, and mutual support.
1. The document describes the AMA Management Competency model which includes competencies in three areas: Knowing and Managing Yourself, Knowing and Managing Others, and Knowing and Managing Business.
2. It lists the competencies within each area and provides high-level descriptions of some of the competencies.
3. The competency model is intended to be used for selection, development, and performance assessment of employees at different management levels from individual contributors to senior managers.
This document discusses balancing governance and management for nonprofits. It provides definitions for governing, managing and leading, and emphasizes that nonprofit leadership is a collaborative team process. It outlines key responsibilities for boards of directors and executive directors/CEOs, and stresses the importance of clearly defining their respective decision-making authorities. The document offers tips for boards to support executive directors, conduct annual performance evaluations, determine appropriate compensation, and plan for executive succession. Throughout, it emphasizes the need for mutual trust and understanding between boards and executive leadership.
As competition in most industries has increased, technology has evolved, and innovation has moved to the forefront, organizations have come to realize the importance of having employees with high levels of emotional intelligence (EQ). According to studies, 90% of high performers have significant levels of EQ, and it is the single best predictor of performance. Learn the traits of high EQ, how they translate into professional behaviors, and how to assess it in prospective hires.
The document describes Hersey and Blanchard's Situational Leadership model. It includes a self-assessment to determine a leader's preferred leadership style based on their responses to different leadership situations. The model proposes that leadership style should depend on the readiness and competence of followers. There are four leadership styles that range from directing/telling followers with low readiness to delegating to followers with high readiness. Effective leaders adapt their style based on where followers fall on the readiness continuum.
T5 leadership & communication skills 2013Rione Drevale
The document discusses various aspects of leadership and communication skills. It defines leadership as a process where a leader influences followers to achieve goals. Leadership involves more than just management, as it involves envisioning the future and setting a new direction. Effective leadership requires traits such as determination and communication abilities. There are different leadership styles such as autocratic, democratic, and laissez-faire. Visionary leadership focuses on empowering frontline workers and delegating decision-making. Strong communication, negotiation, and networking skills are also important for leaders.
This document discusses leadership and provides information on:
- The objectives of the session on leadership.
- Definitions of leadership focusing on influencing others towards common goals.
- Theories of leadership including trait, behavioral, contingency, transformational, and transactional theories.
- Qualities of good leadership such as intelligence, emotional stability, motivation, and integrity.
- Functions of leadership including inspiration, cooperation, confidence, and motivation.
- Types of leadership styles such as autocratic, democratic, laissez-faire, paternalistic, bureaucratic, and coercive.
The document discusses the key roles and responsibilities of managers. It states that the main purpose of a manager's job is to achieve objectives by ensuring that each team member achieves their goals. An effective manager has the capability to get ordinary employees to perform extraordinarily. Some of the key responsibilities of managers include ensuring objectives are met, decision making, developing team members, customer focus, planning, monitoring, and providing feedback. The document contrasts effective managers from ineffective ones, noting that effective managers are advisors, benefactors, and cheerleaders while ineffective ones are appeasers, bullies, and subjectiv
The document discusses concepts related to supervision, coaching, group dynamics, and leadership styles. It provides information on coaching approaches and styles, True Colors personality types, stages of group development (forming, storming, norming, performing), and how those with different personality types may experience and respond to the different stages of group development.
Practical Tips for Effective Career Discussions at Work (NICEC)Barry Horne
Based on research conducted by the [UK] National Institute for Career Education and Counselling, this document highlights key findings. It then offers practical tips for Givers and Receivers of Career Support in a tabular, staged format. Tips are presented for setting up career discussions, establishing trust, sharing information and agreeing action.
The document discusses organizational behavior and related topics. It provides definitions and explanations of key concepts.
1) Organizational behavior is the study of how people interact within groups, with the goal of making business organizations more efficient.
2) Successful managers spend more time networking and interacting with others, while dedicating less time to traditional management activities.
3) Managing diversity, improving quality and productivity, and developing strong people skills are important challenges and opportunities for organizational behavior.
Core competencies for leadership development training loflinrls0709
Manufacturing Company identified a gap in their leadership talent pool and established 10 core competencies to evaluate candidates, including willingness to change, goal focus, thinking outside the box, entrepreneurial thinking, customer focus, teamwork, communications, social and cultural sensitivity, and inspiration. These competencies were incorporated into their Employee Development Dialogue performance evaluation tool to assess employees and identify development opportunities.
The document discusses the key elements of directing including supervision, motivation, leadership, and communication. It describes concepts like Maslow's hierarchy of needs and different leadership styles such as autocratic, democratic, and laissez-faire. Barriers to effective communication are also covered along with ways to overcome them to ensure proper information flow within an organization.
Knockout.js is a JavaScript MVVM library that provides declarative data binding and automatic UI refresh. It consists of a Model that defines the data structure, a ViewModel that adapts the model for presentation, and a View that presents the data. Knockout uses data-binding attributes to bind the View to the ViewModel and supports templating, computed values, and extensibility through custom bindings.
El documento establece las pautas para determinar si una empresa es micro, pequeña o mediana. Se consideran los valores promedio de ventas totales anuales de los últimos 3 años, excluyendo impuestos. Las empresas son micro si sus ventas son menores a $2-9 millones dependiendo del sector; pequeñas si son menores a $13-55 millones; y medianas si son menores a $100-650 millones. No se consideran micro, pequeñas o medianas las empresas controladas por otras mayores o que formen parte de grupos económicos mayores.
Views amidst violence: Robert Muggah presentationSLRCslides
This document summarizes the role of perception surveys in measuring security and safety impacts in Haiti. It discusses organizations that have promoted security sector reform since 1991 and disarmament efforts from 1994-2006. It then outlines that there is limited reliable data on impacts due to a lack of administrative records or surveys since 1990. However, a few surveys have attempted to measure homicidal violence, assaults, crime rates, police effectiveness, and attitudes toward security providers. The surveys find high rates of violence but identify declines in crime since the 2010 earthquake. They also reveal who households would turn to for security help and perceptions of the police. Reflections note the importance of timely evidence to inform policy and of robust, transparent survey methods.
El documento analiza la evolución del concepto de seguridad nacional en México desde 1946 hasta 2000, concluyendo que la desigual distribución del ingreso se ha convertido en una gran amenaza para la seguridad nacional. Examina tres períodos: de 1946 a 1970, el estado usó la seguridad nacional de forma represiva para eliminar amenazas a la estabilidad; de 1970 a 1985 continuó viendo las amenazas como inestabilidad política; y de 1985 a 2000, el tipo de amenazas se amplió para incluir factores externos y la distribución
Guion de trabajo del itinerario historico didactico del patrimonioesa_guapa_96
El documento presenta un itinerario histórico-didáctico del patrimonio industrial de Málaga Oeste. Incluye tres paradas principales: 1) chimeneas de fábricas del siglo XIX como la tabacalera, Parque Oeste y Misericordia, 2) el Parque de Huelin que incluye la antigua fábrica Lapeira y 3) la antigua fábrica de tabaco que ahora es un museo de transporte. Explica que estas fábricas se ubicaron cerca del mar y los puertos
This document provides an overview and summary of key economic indicators for India such as GDP, inflation, interest rates, exports, imports, industrial production, and more. Some of the key points include:
- India's GDP was worth $1729 billion in 2010 and grew at an annual rate of 5.3% in the first quarter of 2012.
- India reported a trade deficit of $13.5 billion in April 2012 and a current account deficit of 3.7% of GDP in 2011.
- Inflation was at 7.23% in April 2012, while the benchmark interest rate was 8%.
- Exports were worth $24.5 billion in April 2012, led by gems
This document discusses public relations competencies and what leads to success in public relations. It defines competencies as desirable qualities for employees and identifies examples like teamwork, communication, and leadership. Relationships are important for public relations work. Highly successful public relations leaders tend to have an excellent performance record, strong communication and relationship building skills, diverse experiences, and a proactive nature.
Moving a junior rep forward into a new role? What's the best way to set them up for success and ensure their comfort in the position? This is an example of getting those milestones outlined to help them in their new role transition.
The definition of “soft skills” describes advantages such as attitude, habits, and social behaviour that help determine a person’s effectiveness as an employee and team member. Manners, politeness, and interpersonal skills are essential for bringing people together in today’s competitive environment.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
Principles of Management NUML University Lecture 2pal83111
Here are a few things I would do in this situation:
1. Meet individually with each employee to understand their roles and responsibilities better, listen to any concerns they have, and start building rapport.
2. Hold a group meeting to introduce myself, discuss my management philosophy of teamwork and collaboration, and ask for their input on how to improve morale and work as a cohesive unit.
3. Work with the previous manager to better understand the history and context before making any major changes. Tap into their expertise while also making clear I aim to do things differently with more of a team-focused approach.
4. Develop a plan to delegate more and empower employees so they feel invested and accountable rather than like they're
Organisation Health A Brief Guide (Mas)derekmowbray
This document outlines the key features that create and sustain organisation health, including having a clear purpose and cultural foundations, a flat structure that encourages involvement in decision making, transparent policies and processes, and recruitment, training, and performance review processes that promote wellbeing and performance. It also describes the important behaviors of leaders, such as attentiveness, politeness, and the ability to resolve conflicts, encourage contribution, and motivate staff. Organisation health is defined as having a workplace culture where employees thrive and perform beyond expectations in the long term.
This document profiles an operations and continuous improvement leader. It highlights their analytical, restorative, responsibility, developer, and individualization strengths based on a self-assessment. These strengths will help analyze processes, innovatively redesign systems, develop high-performing teams, and ensure accountability. The leader focuses on improving business performance through lean six sigma methods and personal and professional development.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
Effective communication is a critical component of organizational success. It is used to exchange information, persuade others to accept our message, solve problems and, even, entertain. Yet, not every organization or their leaders do it well. To become an effective communicator, you need to have the desire, understand the communication process, master basic skills and practice. Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
The document discusses a national webinar on developing soft skills and interview skills for placement that will be held on December 28, 2020. It is being jointly organized by the Department of English and Placement Cell of Vivekananda College in Madurai, Tamil Nadu. The webinar will focus on important soft skills like communication, problem solving, teamwork, leadership and interview skills that are essential for students' career development and placements. Dr. K. Chellapandian from the Commerce department of Vivekananda College will be speaking at the webinar. He provides his contact information for any feedback or questions.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
The document provides guidance on selecting new members for an organization. It outlines important criteria like having the right profile, being highly motivated and having availability. Specifically, it discusses looking at current members, needs within projects and goals, and analyzing who would be the best fit based on strengths and opportunities to contribute. Characteristics like a global mindset, entrepreneurial outlook, social responsibility and emotional intelligence are desirable profiles.
What are the qualities, attributes, attitudes and behaviors of star assistants? Why do certain assistants stand out and shine brighter than others? Are star assistants created or is it their innate abilities that allow them to be stars? Are there certain qualities and traits a person needs to be successful working at the top echelons in the company?
Effective leadership in program management requires several key elements: understanding your role as a leader and the work involved; building a cohesive team through accountability and developing staff; and creating an enjoyable work environment through supportive personnel practices. Successful implementation also depends on tracking progress, emphasizing quality and customer satisfaction, and thorough planning. A leader must adapt their style to the situation by considering the team's skills and experience as well as the stability of the work environment.
The document summarizes Lindsay Dellasega's qualifications and experience for a leadership role promoting sustainability. It outlines her operational experience developing organizations and interfacing departments, project management skills, and client relations experience. It also details her educational background pursuing sustainability certifications and her strengths in restoration, ideation, and analytical thinking. Her values include economic and social responsibility as well as continuous improvement.
The document discusses various aspects of leadership. It defines leadership as a process of influencing others to accomplish objectives by directing an organization. It also discusses different types of leaders and attributes of effective leaders. Some key points:
- Good leaders are made, not born, through education, training, and experience. They balance results, relationships, and processes.
- Effective leaders gain respect by being ethical and conveying a strong vision of the future. They are trustworthy and communicate their vision well.
- The basis of good leadership is honorable character and selfless service. A leader's actions and behaviors influence followers more than their words alone.
This document provides guidance and activities for a childcare assessment. It addresses evaluating employee performance, self-evaluation, giving and receiving feedback, and developing professional goals. The assessment includes written responses, a practical demonstration of skills, and research of relevant regulations and professional development opportunities in the community services sector.
2. Name
Role/
Position on Board
PART ONE – My competencies – a ‘self-assessment’
‘Self-assessment’ refers to you making
judgements about your own achieve-
ments and skills, what you like and what
you don’t like about yourself. It is a tool
to help you stand back and look at your-
self in a new way, to reflect on where
you are now and what you want from the
future.
Competencies are skills - things you can
do – which are acquired through work ex-
perience, life experience, study or train-
ing. They can be knowledge, attitudes,
skills, work values, or personal values.
Competencies you have can be used in all
aspects of life – they are transferable.
It is important for you to assess what you
feel you are competent in and therefore
what you can contribute in your role as a
Board Member.
The following competencies have been
grouped under four headings with defini-
tions for each category and each compe-
tence sub-category.
Please read through each definition
and then grade your strength or weak-
ness against each.
You should think about this in terms of
improvement and development of each
competence – which ones are you com-
fortable with and which ones you have
difficulty with.
Please use the following grades:
PART ONE – My competencies – a ‘self-assessment’
4 Excellent Outstanding strength with no areas for improvement
3 Good Strengths outweigh areas for improvement
2 Satisfactory Some weaknesses which need to be addressed
1 Poor Significant weaknesses which need development
ChairmanChief Admin OfficerChief Diversity OfficerChief Executive OfficerChief Financial OfficerChief Human Resources OfficerChief Information OfficerChief Investment OfficerChief Operating OfficerChief Procurement OfficerChief Risk OfficerChief Sustainability OfficerChief Technical OfficerGeneral CounselNon-Executive DirectorNot Yet AllocatedPresident
3. MANAGING SKILLS
The skilful handling and controlling of resources, programmes and projects.
Communication
Drive & Determination
Problem Solving
Planning & Organising
Decision Making
Initiative
Excellent
4
Good
3
Satisfactory
2
Poor
1
The ability to communicate clearly, accurately and
concisely, orally or in writing, to listen, comprehend and
to check understanding. The ability to transmit infor-
mation to others.
The desire to get things done; the ability to set and
meet challenging goals, create measures of excellence
and constantly seek ways of improving performance;
and the existence of a positive ‘can-do’ mentality, anx-
ious to find ways round obstacles.
The capacity to analyse situations, diagnose problems,
identify the key issues, establish and evaluate alterna-
tive courses of action and produce a logical, practical
and acceptable solution.
The ability to decide on a course of action, ensure that
the appropriate resources are available and schedule
the programme of work required to achieve a defined
end-result.
The ability to make sound and practical decisions which
deal effectively with the issues and are based on thor-
ough analysis and diagnosis.
The capacity to take action independently and with con-
fidence and to assume responsibility for one’s actions,
with the ability to actively influence events rather than
passively accepting them.
Team Working
Influence & Persuasion
People Management
Customer Focus
Leadership
The ability to work co-operatively with other members
of the team towards shared goals and with a full under-
standing of the role to be played as a team member.
The ability to recognise and reward the contribution
of others and to proactively listen and consult with all
team members to build a strong team spirit.
The ability to convince others to agree on or take a
course of action, persuading others to support a view-
point to achieve their participation.
The ability to manage and develop people and gain their
trust and co-operation to achieve results.
The exercise of looking after the interests of external
and internal customers to ensure that their wants,
needs and expectations are met or exceeded.
The capacity to inspire individuals to give of their best
to achieve a desired result, delegating work appropri-
ately and fairly and providing them with development
opportunities, feedback, support, encouragement and
coaching. The ability to motivate and gain respect from
individuals and the team as a whole by providing a clear
direction and setting achievable standards of behaviour.
PEOPLE SKILLS
The skills needed to be able to interact with individuals and groups effectively
4. The ability to generate ideas, concepts and possible
options; to adapt them to different situations and to
identify new ways of doing things.
The ability to gather, analyse and interpret data, verbal
or numerical, about people or situations, with the drive
to seek out information and carry out research.
The ability to evaluate people and situations and to
reach logical, unbiased decisions, interpreting key mes-
sages and meanings.
The capacity to take a long-term and visionary view of
the direction to be followed in the future, looking at
issues in a wider context in order to rise above the day-
to-day detail and to challenge the status quo.
The ability to read, spell and to communicate through
written language.
The confidence and competence to work with numbers
and the ability to solve arithmetic problems with an
understanding of the ways in which numerical data is
gathered by counting and measuring and is presented in
graphs, diagrams, charts and tables.
The ability to understand and analyse financial infor-
mation and take appropriate action. For example, this
may be to improve profits, reduce costs, effect yields,
etc.
The ability to manage all aspects of a business so that it
runs smoothly. This includes interpreting external mar-
ket factors and the interrelationships of many internal
forces such as people, financial and administrative.
Your ability to use IT, such as word-processing, spread-
sheets, databases, email and the internet.
The ability to ensure the systems and processes of the
organisation are run effectively and that they comply
with legislation. The ability to interpret rules and make
sure they are applied.
The ability to promote a business effectively with the
use of advertising, media and PR.
Creativity
Analytical Ability
Judgement
Strategic Perspective
Literacy
Numeracy
Financial Acumen
Business Acumen
IT Skills
Legal / Governance
Acumen
Marketing Acumen
HARD SKILLS
The subjects or disciplines gained via formal education or training and practical working experience.
THINKING SKILLS
The processes that enable us to form reasoned judgements and solve problems.
Interpersonal Sensitivity
Flexibility
The ability to create and maintain open and con-
structive relationships with others, to listen carefully,
respond helpfully to their requests and to be sensitive
to their needs.
The ability to maintain effectiveness within chang-
ing environments, retaining composure and clarity of
thought under pressure. The capacity to adapt to dif-
ferent situations and cope with surprises.
5. Your location
Your occupation
Your interests/hobbies
Your network
Your time availability
Where you live or work – is this convenient in order for you
to support the organisation on a regular basis by popping in,
attending regular meetings etc.?
How well matched is this to the purpose of the organisation or
to your role as a Board Member?
How well matched are these to the purpose of the organisation
or to your role as a Board Member?
How well matched are these to the purpose of the organisation
or to your role as a Board Member?
How does your time availability support your role as a Board
Using a similar approach as Part 1, please grade your level of experience/knowledge
against the key attributes listed below. You should think about this in terms of how
your experience/knowledge contributes to the organisation and assists you in your role
as a Board Member.
Please use the following grades:
Excellent
4
Good
3
Satisfactory
2
Poor
1
PART TWO – My attributes
4 Excellent Perfectly matched – will contribute significantly to the organisation
3 Good Partially matched – some contribution to the organisation or your role
2 Satisfactory Elements of relevance to the organisation or your role
1 Poor Of no relevance to the organisation or your role
What experience/knowledge I bring to the role
6. 10 ways to describe my role as a Board Member:
1. Advisory providing expert advice and knowledge to help the organisation make decisions
and carry out its work
2. Regulatory keeping a close eye on how the organisation complies with its legal and other
requirements
3. Democratic taking particular interest in different stakeholders, to help give the organisa
tion direction and ensure they’re brought into the governance debate
4. Educational stimulating debate, learning and sharing of expertise
5. Participatory seeking and supporting the voices of users of its services in decision-making
6. Networker being an ambassador, promoting the organisation and bringing in important
contacts
7. Involving motivating and developing Board members
8. Visionary bringing passion to the mission of the organisation and inspiring others to be
motivated
9. Leader steering the organisation in the right direction
10. Supporter providing support to the staff and volunteers in the organisation
PART THREE – My role as a Board Member
Using the above definitions, please complete questions 1 – 3.
3. What are my gaps (place in order of priority)
[this will form part of my development plan]
1. Which best describes me?
2. Which least describes me?
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
AdvisoryRegulatoryDemocraticEducationalParticipatoryNetworkerInvolvingVisionaryLeaderSupporter
7. A board that consists of directors with
a diverse set of functional expertise
(marketing, engineering, finance, etc)
industry experiences, educational qualifi-
cations, ethnic and gender mix are better
equipped to deal with a wide range of
issues facing the organisation and provide
executives with advice and consultation
from multiple perspectives.
The Board Skills Matrix below is similar to
what Vision would carry out when assess-
ing the board strength of any organisa-
tion. This is something you can complete
from your own personal point of view and
the expertise you personally bring to the
organisation.
You will certainly not possess all the skills
required by the board but the whole
board should collectively possess all the
skills needed. When new board members
are nominated, the board should seek to
broaden and strengthen its overall com-
petence using the Board Skills Matrix.
NOTE: Board Matrix Skills are rated 1
to 10
PART FIVE – Expertise (Board Skills Matrix)
Please use the following grades:
9 - 10
Exceptional experience in this area and contribute greatly during
board discussion and to the organisation as a whole
7 - 8
Previous experience in this area and happy to contribute during
board discussions
5 - 6
Some experience in this area and happy to give a personal opinion
during board discussions
2 - 4
Some experience in this area but reluctant to contribute during
board discussions
1 No relevant experience
Yes No
Do you have a copy of the Mem & Arts document?
Are you clear about the organisation’s aims/purposes?
Do you know what the organisation’s legal status is?
Do you know what the legal responsibilities of the Board are?
Do you know what entitles someone to be a Board Member?
Do you know what your personal liability is as a Board Member?
If you represent another organisation, are you clear what your role is?
PART FOUR – My knowledge of the Board’s role
8. Self-Assessment Metrics
Managing Skills / 24
Attributes / 20 (Found in Part Two)
People Skills / 28
Expertise / 92 (Found in Part Five)
Thinking Skills / 16
Hard Skills / 24 Skills, Attributes, Expertise / 282
Board Skills Value / 190
EXPERTISE
Board Experience
Listed Board Experience
Finance
IPO
Fund Raising
REMCO
Audit Committee
M&A
Legal
Technical
Operations
I.T/Technology
Procurement
Human Resources
Public Relations
Sales/Marketing/Brand
Executive Management
Political Relations
External Stakeholder Management
DEMOGRAPHICS
Race or Ethnicity
Gender
Languages
Affiliations
Industry Background
Number of Other Board Roles
Board Skills Matrix
Yourself
Director1
Director2
Director3
Director4
Director5
Director6
Print Submit Email