Conflict arises when one party feels another has negatively affected something they care about. There are different views on conflict's role in business, from it being seen as always bad, to sometimes functional. Conflict can be task, process, or relationship-based. It progresses through potential opposition, cognition, behavior, and outcomes. Methods for resolving conflict include passive avoidance, win-win solutions, structured problem-solving, confrontation, choosing a winner, alternatives, and prevention. No single method is best for all situations.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses time management strategies. It emphasizes that the most important aspects of time management are prioritizing tasks, creating to-do lists, and maximizing efficiency. Specific tips include using the 80/20 rule to focus on the most important 20% of tasks, distinguishing between urgent and important tasks, taking short breaks to avoid stress, planning each day in advance, and learning to say no. The document stresses that proper time management allows people to focus on their priorities and live intentionally without regrets.
Conflict arises when one party feels another has negatively affected something they care about. There are different views on conflict's role in business, from it being seen as always bad, to sometimes functional. Conflict can be task, process, or relationship-based. It progresses through potential opposition, cognition, behavior, and outcomes. Methods for resolving conflict include passive avoidance, win-win solutions, structured problem-solving, confrontation, choosing a winner, alternatives, and prevention. No single method is best for all situations.
This document discusses seven ideas for effective leadership: 1) Developing a clear vision for the future that inspires and motivates people. 2) Leading by example and aligning actions with a company's values. 3) Engaging employees by listening to them and setting up feedback systems. 4) Measuring and increasing employee engagement to boost productivity, loyalty and profits. 5) Encouraging employees to challenge the status quo and revolutionize processes. 6) Creating other leaders within the organization rather than just followers. 7) Taking action to implement ideas rather than just discussing them. The document emphasizes that leadership is important for business success and providing inspiration, motivation and clear direction to employees.
This document discusses time management strategies. It emphasizes that the most important aspects of time management are prioritizing tasks, creating to-do lists, and maximizing efficiency. Specific tips include using the 80/20 rule to focus on the most important 20% of tasks, distinguishing between urgent and important tasks, taking short breaks to avoid stress, planning each day in advance, and learning to say no. The document stresses that proper time management allows people to focus on their priorities and live intentionally without regrets.
This document discusses stress, its causes, symptoms, impacts, and management. It defines stress as the body's nonspecific response to any demand placed upon it. Stress can be good in moderate amounts by increasing performance, but excessive stress leads to problems. Common stressors include work, relationships, health, and lack of free time. Physical signs of stress include increased heart rate, headaches, and changes in eating or sleeping. Mental signs are anxiety, depression, and lowered self-esteem. Managing stress involves techniques like time management, exercise, deep breathing, hobbies, and seeking organizational support through flexible hours or training.
This document discusses how to maintain a positive attitude and thrive in challenging work environments. It provides tips for changing your attitude, thinking, and behaviors in positive ways. This includes taking responsibility for your mindset, observing your thoughts logically, choosing responsible behaviors over reactive ones, and adding positive contributions like keeping promises and cultivating humor. The overall message is that you have a choice to view challenges optimistically and influence your environment with positivity from the inside out through your mindset and actions.
The document provides tips for staying positive in a tough work environment. It discusses negative influences like poor management, unrealistic deadlines, and job insecurity that can lead to a negative outlook. It encourages the reader to change their attitude, thinking, and behavior from the inside out by choosing to be positive, assessing situations logically, and adopting positive behaviors like saying thank you and focusing on daily good. Making a conscious choice to live positively can help overcome challenges posed by one's environment or past experiences.
This document summarizes a chapter from a book on quality and human resources. It discusses several key topics:
- Chapter 1 discusses the importance of aligning human resources strategies and policies with organizational strategies. This includes identifying skills needs, recruitment and selection standards, appraisals, benefits, training, and reporting to senior leadership.
- Chapter 2 covers selection and recruitment processes like setting job descriptions focused on responsibilities, training managers in selection techniques, aligning jobs and competencies to skills, and ensuring compliance with employment laws.
- Chapter 3 summarizes the employee appraisal process of setting individual, team and corporate goals and conducting annual interviews to assess performance and set new objectives with development plans.
- Chapter 4 emphasizes
More students are failing courses this year compared to last year at UNITAR. Teachers blame students for being lazy and stupid, while students say courses are too boring and difficult. The document discusses problem solving tools like the Six Thinking Hats method that can help stakeholders identify barriers, analyze the problem from different perspectives, and develop creative solutions to address why more students are failing.
The document discusses different theories of leadership including trait theory, behavioral theory, contingency theory, and path-goal theory. It then provides examples of leadership in different organizations, including the Salvation Army, ANZ Bank, and Woolworths:
- The Salvation Army follows a top-down structure but aims to assist all people in need regardless of attributes. Effective leadership requires vision, allowing mistakes, and developing staff potential.
- ANZ Bank's leadership team consists of middle-aged white men. Selection criteria focus on traits and behaviors. The GM of People Capital follows path-goal theory with an achievement-oriented approach.
- Woolworths emphasizes intrinsic motivation and empowering/mentoring individuals, viewing
This document discusses various techniques for motivating employees, including setting specific and measurable goals, providing regular feedback and rewards for good performance, giving employees autonomy and responsibility, showing appreciation, and ensuring work is meaningful and provides opportunities for growth. It emphasizes that different employees have different needs and motivations, so managers should understand individual employees and provide an environment where they can succeed and feel valued. Punishment is discouraged as a demotivating approach that does not encourage better performance.
This document discusses stress, its causes, symptoms, impacts, and management. It defines stress as the body's nonspecific response to any demand placed upon it. Stress can be good in moderate amounts by increasing performance, but excessive stress leads to problems. Common stressors include work, relationships, health, and lack of free time. Physical signs of stress include increased heart rate, headaches, and changes in eating or sleeping. Mental signs are anxiety, depression, and lowered self-esteem. Managing stress involves techniques like time management, exercise, deep breathing, hobbies, and seeking organizational support through flexible hours or training.
This document discusses how to maintain a positive attitude and thrive in challenging work environments. It provides tips for changing your attitude, thinking, and behaviors in positive ways. This includes taking responsibility for your mindset, observing your thoughts logically, choosing responsible behaviors over reactive ones, and adding positive contributions like keeping promises and cultivating humor. The overall message is that you have a choice to view challenges optimistically and influence your environment with positivity from the inside out through your mindset and actions.
The document provides tips for staying positive in a tough work environment. It discusses negative influences like poor management, unrealistic deadlines, and job insecurity that can lead to a negative outlook. It encourages the reader to change their attitude, thinking, and behavior from the inside out by choosing to be positive, assessing situations logically, and adopting positive behaviors like saying thank you and focusing on daily good. Making a conscious choice to live positively can help overcome challenges posed by one's environment or past experiences.
This document summarizes a chapter from a book on quality and human resources. It discusses several key topics:
- Chapter 1 discusses the importance of aligning human resources strategies and policies with organizational strategies. This includes identifying skills needs, recruitment and selection standards, appraisals, benefits, training, and reporting to senior leadership.
- Chapter 2 covers selection and recruitment processes like setting job descriptions focused on responsibilities, training managers in selection techniques, aligning jobs and competencies to skills, and ensuring compliance with employment laws.
- Chapter 3 summarizes the employee appraisal process of setting individual, team and corporate goals and conducting annual interviews to assess performance and set new objectives with development plans.
- Chapter 4 emphasizes
More students are failing courses this year compared to last year at UNITAR. Teachers blame students for being lazy and stupid, while students say courses are too boring and difficult. The document discusses problem solving tools like the Six Thinking Hats method that can help stakeholders identify barriers, analyze the problem from different perspectives, and develop creative solutions to address why more students are failing.
The document discusses different theories of leadership including trait theory, behavioral theory, contingency theory, and path-goal theory. It then provides examples of leadership in different organizations, including the Salvation Army, ANZ Bank, and Woolworths:
- The Salvation Army follows a top-down structure but aims to assist all people in need regardless of attributes. Effective leadership requires vision, allowing mistakes, and developing staff potential.
- ANZ Bank's leadership team consists of middle-aged white men. Selection criteria focus on traits and behaviors. The GM of People Capital follows path-goal theory with an achievement-oriented approach.
- Woolworths emphasizes intrinsic motivation and empowering/mentoring individuals, viewing
This document discusses various techniques for motivating employees, including setting specific and measurable goals, providing regular feedback and rewards for good performance, giving employees autonomy and responsibility, showing appreciation, and ensuring work is meaningful and provides opportunities for growth. It emphasizes that different employees have different needs and motivations, so managers should understand individual employees and provide an environment where they can succeed and feel valued. Punishment is discouraged as a demotivating approach that does not encourage better performance.
Smartbiz_He thong MES nganh may mac_2024juneSmartBiz
Cách Hệ thống MES giúp tối ưu Quản lý Sản xuất trong ngành May mặc như thế nào?
Ngành may mặc, với đặc thù luôn thay đổi theo xu hướng thị trường và đòi hỏi cao về chất lượng, đang ngày càng cần những giải pháp công nghệ tiên tiến để duy trì sự cạnh tranh. Bạn đã bao giờ tự hỏi làm thế nào mà những thương hiệu hàng đầu có thể sản xuất hàng triệu sản phẩm với độ chính xác gần như tuyệt đối và thời gian giao hàng nhanh chóng? Bí mật nằm ở hệ thống Quản lý Sản xuất (MES - Manufacturing Execution System).
Hãy cùng khám phá cách hệ thống MES đang cách mạng hóa ngành may mặc và mang lại những lợi ích vượt trội như thế nào.
BÀI TẬP BỔ TRỢ TIẾNG ANH I-LEARN SMART WORLD 9 CẢ NĂM CÓ TEST THEO UNIT NĂM H...
Vo chong doi dap
1.
2. Có anh nông dân mới lập gia đình
nhưng phải đi xa làm ăn. Vài
tháng sau, anh nhận được thư vợ,
nội dung như sau:
Đám ruộng hai bờ ở dốc môngĐám ruộng hai bờ ở dốc mông
Lâu ngày không cấy vẫn để khôngLâu ngày không cấy vẫn để không
Nước non vẫn đủ, cỏ mọc tốtNước non vẫn đủ, cỏ mọc tốt
Nhờ người cày hộ có được không?Nhờ người cày hộ có được không?
3. Anh chồng đọc xong, tức tốc
trả lời:
Đám ruộng hai bờ là của ôngĐám ruộng hai bờ là của ông
Cho dù không cấy, cứ để khôngCho dù không cấy, cứ để không
Mùa này không cấy, chờ mùa khácMùa này không cấy, chờ mùa khác
Nhờ người cày hộ, chết với ông!Nhờ người cày hộ, chết với ông!
4. Đọc xong thơ chồng, cô vợ
nóng lòng quá, nên gửi tiếp:
Ruộng để lâu ngày cứ bỏ khôngRuộng để lâu ngày cứ bỏ không
Hạ đi thu đến, sắp lập đôngHạ đi thu đến, sắp lập đông
Cỏ xanh cũng lạnh, dần héo úaCỏ xanh cũng lạnh, dần héo úa
Thợ cày đầy rẫy, chẳng tính công?Thợ cày đầy rẫy, chẳng tính công?
5. Ông chồng hồi đáp tức thì:
Biết ruộng lâu ngày, vẫn để khôngBiết ruộng lâu ngày, vẫn để không
Cỏ dại um tùm mọc mênh môngCỏ dại um tùm mọc mênh mông
Nhưng mà bọn họ, cày tệ lắmNhưng mà bọn họ, cày tệ lắm
Kỹ thuật thua ông, bà biết không?Kỹ thuật thua ông, bà biết không?
6. Bà vợ vẫn nài nỉ:
Ruộng ở nơi này, quá mênh môngRuộng ở nơi này, quá mênh mông
Sao chẳng gieo đi, kiếm ít đồngSao chẳng gieo đi, kiếm ít đồng
Ông về vẫn đó, chi mà ngạiÔng về vẫn đó, chi mà ngại
Mùa ông thu hoạch, khỏi tốn công!Mùa ông thu hoạch, khỏi tốn công!
7. Ông chồng bực mình,
trả lời vợ:
Này này ông nói, có nghe khôngNày này ông nói, có nghe không
Ruộng ông, ông kệ, cứ để khôngRuộng ông, ông kệ, cứ để không
Khi nào ông rảnh, ông gieo giốngKhi nào ông rảnh, ông gieo giống
Còn cho kẻ khác, ông cấm trồng!Còn cho kẻ khác, ông cấm trồng!
8. Bà vợ không chịu được, bèn
xuống giọng:
Ông à … Cỏ dại lên quá môngÔng à … Cỏ dại lên quá mông
Dân cày quê mình, cứ ở khôngDân cày quê mình, cứ ở không
Thôi tui làm phước, cho họ cấyThôi tui làm phước, cho họ cấy
Ông về thu hoạch … thế là xong!Ông về thu hoạch … thế là xong!
9. Ông chồng càng tức giận hơn:
Cỏ dại có mọc, lên quá môngCỏ dại có mọc, lên quá mông
Thì bà vẫn phải, cứ để khôngThì bà vẫn phải, cứ để không
Ông mà biết được, bà cho cấyÔng mà biết được, bà cho cấy
Ông về nhổ sạch, thế là … xong!Ông về nhổ sạch, thế là … xong!
10. Bà vợ vẫn gửi tiếp:
Ruộng kia cỏ mọc, đã đầy đồngRuộng kia cỏ mọc, đã đầy đồng
Ông về gấp gấp, có nghe không?Ông về gấp gấp, có nghe không?
Ruộng đang thiếu nước, đang khô cạnRuộng đang thiếu nước, đang khô cạn
Ông về tưới hộ, tôi trả côngÔng về tưới hộ, tôi trả công
11. Ông chồng nghe thế liền thơ về:
Ừ… bà cố ráng, cố đợi ôngỪ… bà cố ráng, cố đợi ông
Bà mà léng phéng, chết với ôngBà mà léng phéng, chết với ông
Ông về ông cấy, cho tơi xốpÔng về ông cấy, cho tơi xốp
Cho thỏa bao ngày, bà đợi mongCho thỏa bao ngày, bà đợi mong
12. Hôm sau, ông chồng nhận được
tối hậu thư:
Luật mới ban hành, ông biết khôngLuật mới ban hành, ông biết không
Ruộng mà không cấy, sẽ sung côngRuộng mà không cấy, sẽ sung công
Vậy ông thu xếp mà về sớmVậy ông thu xếp mà về sớm
Kẻo mất ruộng rồi, ông trách ông !!!Kẻo mất ruộng rồi, ông trách ông !!!