This document discusses the concept of "successful aging" and its implications for older workers. It analyzes how successful aging frames aging as an individual responsibility achieved through continued work and activity. Some job search websites aim to position older workers as "successful" founders and experts, while others frame them as victims in need of help due to ageism. The document examines the discursive strategies used to legitimize these differing constructions of older worker identity.
INDEV308 Class 10 - The Enabling Environment for Social EntrepreneurshipSocial Entrepreneurship
Theory: What are the various constituent parts of an “ecosystem” required for social entrepreneurship to flourish?
Practice: What is the range and nature of activity related to social entrepreneurship across Canada and the world?
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http://www.socialentrepreneurship.ca/asp1015h
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
INDEV308 Class 10 - The Enabling Environment for Social EntrepreneurshipSocial Entrepreneurship
Theory: What are the various constituent parts of an “ecosystem” required for social entrepreneurship to flourish?
Practice: What is the range and nature of activity related to social entrepreneurship across Canada and the world?
APS1015H - Class 1 - Introduction and Motivations for Social EntrepreneursSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, the motivations for wanting to be a social entrepreneur, and some of the key tensions that social entrepreneurs encounter.
http://www.socialentrepreneurship.ca/asp1015h
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
Gary Stott of CREATE shares the inspirational story of CREATE, a truly innovative social enterprise which embodies the spirit of doing business to do good.
Theory: What are the unique challenges of managing a social enterprise? How do social entrepreneurs manage for social impact?
Practice: How do you grow or scale up a social enterprise? How do social enterprises assess their social impact, and balance the various facets of “blended value creation”?
http://www.socialentrepreneurship.ca/entr4800/
Rise of social-mobile – the next big thing. Pawel OstrowskiHypermedia
How to use rising social-mobile platforms such as Vine, Tinder, Periscope, Instagram, Snapchat etc for marketing. Case studies: Gilette, Virgin Mobile, H&M. Creative play and deep knowledge of so-mo platforms helps testing potential usage for brands.
Content Marketing Essentials - Building a Customer Focused Content StrategyGeorgiana Laudi
What content marketing is and is not. Understanding your customers through customer personas & the customer journey. The 4 types of content, text, image multimedia and interactive. The 3 ways to source content, creating, curating and crowdsourcing. Content distribution to build awareness, increase engagement, help evaluate and support growth. Goal setting and tracking by identifying personas and tracking your KPIs.
THE ROYALTON in Capitol Commons Pasig By Ortigas & Company
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MARY ANN C. CALANTOC
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Gary Stott of CREATE shares the inspirational story of CREATE, a truly innovative social enterprise which embodies the spirit of doing business to do good.
Theory: What are the unique challenges of managing a social enterprise? How do social entrepreneurs manage for social impact?
Practice: How do you grow or scale up a social enterprise? How do social enterprises assess their social impact, and balance the various facets of “blended value creation”?
http://www.socialentrepreneurship.ca/entr4800/
Rise of social-mobile – the next big thing. Pawel OstrowskiHypermedia
How to use rising social-mobile platforms such as Vine, Tinder, Periscope, Instagram, Snapchat etc for marketing. Case studies: Gilette, Virgin Mobile, H&M. Creative play and deep knowledge of so-mo platforms helps testing potential usage for brands.
Content Marketing Essentials - Building a Customer Focused Content StrategyGeorgiana Laudi
What content marketing is and is not. Understanding your customers through customer personas & the customer journey. The 4 types of content, text, image multimedia and interactive. The 3 ways to source content, creating, curating and crowdsourcing. Content distribution to build awareness, increase engagement, help evaluate and support growth. Goal setting and tracking by identifying personas and tracking your KPIs.
THE ROYALTON in Capitol Commons Pasig By Ortigas & Company
Thank you for Viewing this Ad.
Pls Contact the Undersigned for Site Viewing Assistance.
MARY ANN C. CALANTOC
Licensed Real Estate Broker
PRC REBL No.13690
+63917.2087948
+63932.4090469
ca.anncalantoc@gmail.com
White Paper: Great Culture. Great Workplace. Lessons from America’s Best Comp...barbarajahncke
Organizational culture is an untapped, powerful strategic tool in building a successful business today. A company\'s story, its successes, its history and its people influence its culture and can be leveraged to attract employees, intrigue customers and build a tangible connection to a company.
As a seven-time national Best Company to Work for in America and designers of workplace experiences, Kahler Slater knows how important culture is to overall business success. To build upon our knowledge base of working with outstanding companies, we decided to benchmark our peer Best Companies to explore how they intentionally design work experiences and spaces that manifest their great cultures.
We are passionate about sharing this knowledge and applying it to all of the work we do as experience designers.
Most people change jobs several times, with the average amount of career changes throughout a lifetime at 5-7, and the average number of job changes at 29-30, according to a university study.
This show explores the reasons why people change careers or industries and what factors prompt so many job changes within a career or industry.
We speak with career experts and coaches who help executives and managers reinvent themselves, and learn the best ways to find a career that makes one truly happy.
CASE STUDY 2.1 W. L. Gore and AssociatesHe was ready for anythi.docxdewhirstichabod
CASE STUDY 2.1: W. L. Gore and Associates
He was ready for anything—or so he thought. Dressed in his finest and armed with an MBA degree fresh off the press, Jack Dougherty walked in for his first day of work at Newark, Delaware–based W. L. Gore and Associates, the global fluoropolymer technology and manufacturing giant that is best known as the maker of Gore-Tex.
But it turned out he wasn’t ready for this: “Why don’t you look around and find something you’d like to do,” founder and CEO Bill Gore said to him after a quick introduction. Although many things have changed over the course of W. L. Gore and Associates’ 50+ years in business, the late Gore stuck to his principles regarding organizational structure (or lack thereof), a legacy he passed down to subsequent generations of management. Gore wasn’t fond of thick layers of formal management, which he believed smothered individual creativity. According to Gore, “A lattice (flat) organization is one that involves direct transactions, self-commitment, natural leadership, and lacks assigned or assumed authority.”
In the 1930s, Gore received a bachelor’s degree in chemical engineering and a master’s degree in physical chemistry. During his career, he worked on a team to develop applications for polytetraflurothylene (PTFE), commonly known as Teflon. Through this experience, Gore discovered a sense of excited commitment, personal fulfillment, and self-direction, which he yearned to share with others. Spending nights tinkering in his own workshop, he did what he had previously thought to be impossible: he created a PTFE-coated ribbon cable. It occurred to Gore that he might be able to start his own business producing his invention, so he left his stable career of 17 years, borrowed money, and drained his savings. Though his friends advised him against taking such a risk, W. L. Gore and Associates was born in January 1958. The basement of the Gore home was the company’s first facility.
Although no longer operating from a family basement (Gore boasts more than $3 billion in annual sales and 9,000 employees in more than 45 facilities worldwide), the sense of informality has stuck. “It absolutely is less efficient upfront,” said Terri Kelly, chief executive of W. L. Gore. (Her title is one of the few at the company.) “[But] once you have the organization behind it . . . the buy-in and the execution happens quickly,” she added.
Structure and Management of Unstructure and Unmanagement
Even as Gore started to grow, the company continued to resist titles and hierarchy. It had no mission statement, no ethics statement, and no conventional structures typical of companies of the same size. The only formal titles were “chief executive” and “secretary-treasurer”—those required by law for corporations. There were also no rules that business units within the company couldn’t create such structures, and so some of them did create their own mission statements and such. Many called Gore’s management style “unmanag.
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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
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• Three (3) key tips to maintain a disciplined workplace.
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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.
What is Enterprise Excellence?
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.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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LA HUG - Video Testimonials with Chynna Morgan - June 2024
Invited talk to WARRN 27 2-13
1. Work, Age and Retirement Research Network
Business School
University of Huddersfield
27 February 2013
2. • Successful ageing: Scope and critical analysis
• Implications for older workers
• Discourse of successful ageing
• Research study
• Successful older workers: Founders and experts
• Unsuccessful older workers: Victims with special needs
• Conclusions
3. Rowe & Kahn (1987, 1998) distinguished their
concept of ‘Successful Ageing’ from ‘usual’ ageing by
◦ Low risk of disease and disability
◦ High physical and mental functioning
◦ Active engagement with life including productive
activity
Models of ‘successful’, ‘positive’, ‘active’ and
‘productive’ ageing feature widely
◦ in society
◦ in organizational settings
The ability to do paid work has been a key feature
6. Applies neo-liberal principles to manage
an ageing population
Attempts to ‘fix’ politically acceptable
versions of older age
Commodifies later life
Privileges individualistic values of the
‘success ethic’
Reinforces individual responsibility for the
outcomes of our life ‘choices’
7. ‘New orthodoxy of Seen as the ‘older worker
problem’ (Samorodov, 1999)
ageing subjectivity is
identified, restricting ‘Unhealthy, less mentally astute,
and as resisting change or
the social education’ (Buyens et al, 2009:
contribution of older 104)
adults to work and Positioned as marginal and
work-like activities
disadvantaged
(Moulaert & Biggs, ◦ as likely victims of corporate
2013) downsizing (Arrowsmith &
McGoldrick, 1997)
◦ as choice of last resort in
BUT recruitment (Lahey, 2008; Van
Dalen et al, 2009)
Can older workers access a
‘successful’ self ?
8.
9. Successful ageing vision ‘a series of
individual or entrepreneurial choices’
(Tretheway, 2001: 187)
But enterprise discourse is reproduced
through constructions of older workers
denying them access to the identity of
‘enterprising self’ (Ainsworth & Hardy, 2008)
A key resource in asserting entrepreneurial
identity is juxtaposition against ‘old farts’
with their old-fashioned work practices,
values and priorities (Down & Reveley, 2004)
10. Data
◦ 19 job search websites predominantly targeting older
workers
◦ Listed on UK Government website (Age Positive)
Theoretical framework
◦ Social constructionism and discourse
Methodology
◦ Discourse analysis (Wetherell & Potter, 1992) and Vaara
et al (2006)
Research questions
◦ How do age and success intersect to construct particular
versions of older worker identity, how are these
legitimated and what are their implications?
11. Legitimation strategies Examples
◦ Narrativization e.g. ‘[Individual name] set up [recruitment
company] in 1996. She has over forty years
employment history experience in the recruitment industry working
for some of the top agencies in senior
and event focusing positions’ [Recruitment company website]
founders’ attention ‘Discussing what they were going to do in the
future they jokingly referred to themselves as
on older worker being a pair of Dinosaurs and considered that
issues it must be difficult for older people to find
work - due to the apparent ageist culture that
◦ Rationalization e.g. seemed to exist in larger companies’
[recruitment website]
explanation of their ‘Seeking no government grants or subsidies and
rationale towards age no special favours from employers, she challenged
traditional recruitment practices and won over her
and work 'employer customers' with her unique methods’
[job search website]
◦ Authorization e.g. [individual]s achievements were recognised
externally endorsed early in 2005 when she was a finalist in the
Leicestershire Business Woman of the Year
business success Awards. In addition [job search company]
won a Government Age Positive Award in
2004 and 2006.’
[Job search website]
12. Legitimation strategies:
Example
[Individual name](OBE),
◦ Narrativization e.g. inventor.
work / life history [name] was born in Kilburn,
London, in 1937 and one of
◦ Authorization e.g. his main passions in life has
externally recognised been inventing, especially
inventing products that might
success (OBE and help the physically
design award) handicapped. In 1993 he
famously invented the
◦ Normalization e.g. of clockwork radio and in 1996
his activities through this 'Freeplay' radio won the
BBC Design Award for Best
exceptionalization Product and Best Design.
[Name]continues his tireless
◦ Moralization e.g. work to promote the concept
helping others of 'personal power', as well as
his campaign to establish a
Royal Academy of Inventors.
New Deal 50 Plus
13. Strategies of positive self-presentation, and
negative other-presentation
Use of discourses of successful ageing and
enterprise that :
◦ Positions success as an outcome determined by individual
choice
◦ Promotes the notion of successful ageing as a matter of
individual agency
◦ Legitimizes the authority and prerogative of these
‘successful’ older workers to dispense advice to others who
are unable to access this identity
14. Examples
Legitimation strategies ‘Due to mergers, downsizing, business
◦ Rationalization e.g. of failure or simply the ageism practiced
by some large multi-national
victim status as due to companies, many senior and middle
managers over the age of 45 find
ageism in the UK themselves out of work through no fault
labour market of their own’
[recruitment company website]
◦ Narrativization e.g.
story of older workers ‘We understand the frustration of not
as victims being given an opportunity to utilise your
skills, expertise and life experiences
◦ Moralization e.g. because too many employers and
recruitment organisations adopt ageist
discursive device of recruitment policies’
empathy but also [job search website]
(limited) responsibility
to organizations
15. Legitimation Strategies
Examples
‘If you have been finding it difficult getting a
◦ Normalization e.g. job, or work that pays a decent wage, then this
dedicated programme of help may be just what
decline with age, you need.
Perhaps you would just like some help and
difficulty finding work advice, or perhaps you feel slightly lost or
lacking in confidence. Maybe you feel like you
◦ Authorization e.g. don't have the right skills and need some help to
get them. Whatever your reason, New Deal is
reference to labour here to help you’
[Government website for unemployed]
market
◦ Narrativization e.g. it's a tough world out there, and to get that position
hypothetical you will have to compete against applicants from all
ages. The skills and tricks to land a position that you
construction of job take for granted, are possibly not quite as potent
and useful as they could be. They are skills that
search scenario to once that new position is yours might not be needed
again.
support the There comes a time when some dynamic tools and
new ideas could be a positive move forward -
construction The tools we have on offer can be used as a vital
part of your back to work strategy and campaign...
[job search website]
16. Older workers as victims draws on external factor
i.e. ageism in labour market discourse
But older workers as having ‘special needs’ draws
on the individual and the interpersonal at the
expense of the institutional and structural
Discursive resource that founders draw on to
establish themselves as both paternalistic
protectors and experts
Individual and interpersonal are converted into
needs that can be met
Enterprise to sell services but also to manage job
expectations in line with limited job opportunities