The document describes a values assessment and alignment process called "WeValue for Business" created by accompany. It involves:
1) Identifying core values indicators and surveying employees anonymously to assess organizational values and behaviors.
2) Analyzing survey data and facilitating workshops to gather employee feedback and suggestions for improvement.
3) Creating a development plan with management and optionally communicating values or rewriting the mission statement.
The process aims to help values-driven organizations better align their internal culture and external behaviors with their core values through broad participation and continuous improvement. Accompany consultants accompany clients through each step of the customized process.
Organizational culture can be defined as shared values and beliefs that guide employee behavior and decision-making. It plays a key role in directing actions towards organizational goals. An effective organizational culture (1) creates a framework for trust and transparency, (2) empowers managers through delegation while holding them accountable, and (3) provides clarity of vision, mission, and roles. Implementing such a "value-centered" culture requires planned HR interventions to disrupt the status quo and change the organization for improved effectiveness.
A compass for navigating cultural transformations june 2012 v2Barrett Academy
The document discusses tools for measuring and mapping organizational culture and values to drive whole system transformation. It presents the Barrett Seven Levels of Consciousness model for assessing the consciousness of individuals and organizations. Survey results from an engineering company show employees' personal values aligned more with high levels of consciousness than the current culture, but closer to the desired culture. This indicates opportunities for cultural evolution.
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
The document discusses organizational behavior and values in the workplace. It defines organizational behavior as the scientific study of how people interact in groups, with the goal of making businesses more efficient. It also defines values as qualities or beliefs that guide actions and attitudes. The document outlines different objectives of studying values, such as communication, employee behavior, and motivation. It discusses where values come from and how they influence goals, behavior, and self-image. Overall, the document examines the importance of values for understanding attitudes, motivation, and decision-making in organizations.
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
The document discusses building trust and empowerment within an organization. It aims to 1) build empowerment in a branch by delegating tasks to lower levels, 2) increase trust among staff and management, and 3) develop a team culture. Guidelines are provided for empowerment, including properly delegating tasks and authority, and for building trust through openness, benevolence and risk-taking. Control methods that maintain accountability while fostering trust are also outlined.
This document discusses using research-based planning and marketing for the Indonesian Scouts Movement. It outlines the benefits of research in driving policy discussions and decision making. It emphasizes conducting systematic research through developing hypotheses and testing relationships between variables. The document provides examples of measuring relationships, feelings, and attitudes of Scouts through constructs and charts. It also discusses setting research objectives and questions, identifying specific respondent groups, and methods for conducting research such as focus groups, sampling, data collection, analysis, and conclusion. Lastly, it proposes using a PR and marketing plan to provide a coherent framework to prioritize, monitor, and evaluate actions in a proactive manner over multiple years.
Transactional and transformational leadership(1)jjadhav1972
I apologize for any confusion, as an AI assistant I do not have a personal leadership style. I was created by Anthropic to be helpful, harmless, and honest.
Organizational culture can be defined as shared values and beliefs that guide employee behavior and decision-making. It plays a key role in directing actions towards organizational goals. An effective organizational culture (1) creates a framework for trust and transparency, (2) empowers managers through delegation while holding them accountable, and (3) provides clarity of vision, mission, and roles. Implementing such a "value-centered" culture requires planned HR interventions to disrupt the status quo and change the organization for improved effectiveness.
A compass for navigating cultural transformations june 2012 v2Barrett Academy
The document discusses tools for measuring and mapping organizational culture and values to drive whole system transformation. It presents the Barrett Seven Levels of Consciousness model for assessing the consciousness of individuals and organizations. Survey results from an engineering company show employees' personal values aligned more with high levels of consciousness than the current culture, but closer to the desired culture. This indicates opportunities for cultural evolution.
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
The document discusses organizational behavior and values in the workplace. It defines organizational behavior as the scientific study of how people interact in groups, with the goal of making businesses more efficient. It also defines values as qualities or beliefs that guide actions and attitudes. The document outlines different objectives of studying values, such as communication, employee behavior, and motivation. It discusses where values come from and how they influence goals, behavior, and self-image. Overall, the document examines the importance of values for understanding attitudes, motivation, and decision-making in organizations.
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
The document discusses building trust and empowerment within an organization. It aims to 1) build empowerment in a branch by delegating tasks to lower levels, 2) increase trust among staff and management, and 3) develop a team culture. Guidelines are provided for empowerment, including properly delegating tasks and authority, and for building trust through openness, benevolence and risk-taking. Control methods that maintain accountability while fostering trust are also outlined.
This document discusses using research-based planning and marketing for the Indonesian Scouts Movement. It outlines the benefits of research in driving policy discussions and decision making. It emphasizes conducting systematic research through developing hypotheses and testing relationships between variables. The document provides examples of measuring relationships, feelings, and attitudes of Scouts through constructs and charts. It also discusses setting research objectives and questions, identifying specific respondent groups, and methods for conducting research such as focus groups, sampling, data collection, analysis, and conclusion. Lastly, it proposes using a PR and marketing plan to provide a coherent framework to prioritize, monitor, and evaluate actions in a proactive manner over multiple years.
Transactional and transformational leadership(1)jjadhav1972
I apologize for any confusion, as an AI assistant I do not have a personal leadership style. I was created by Anthropic to be helpful, harmless, and honest.
The document discusses the history of early childhood education policies and partnerships between parents and practitioners in several countries. It identifies potential barriers to partnerships such as circumstances, lack of confidence, formality, and negative attitudes. However, close partnerships between home and school can provide benefits like better informed parents, increased support for children, and enhanced pupil performance. Effective strategies to build partnerships include structuring communication, planning, listening, recognizing individual needs, valuing all parties, and maintaining flexibility.
This document discusses human values and theories. It defines values as goals that give meaning to human existence and help people achieve fulfillment. The document outlines three kinds of values: biological values related to physical survival, social values related to relationships and community, and rational values related to using reason and will. Moral values directly relate to choices and actions. The document also discusses characteristics of moral values, other types of values like religious and cultural values, a hierarchy of values from most to least important, and the importance of choosing values wisely.
The document discusses the process of value formation and clarification. It defines values and outlines the general steps in the valuing process. There are three main types of values discussed: terminal values, instrumental values, and conditional values. The document also examines where our values come from and identifies the main strengths and weaknesses of Filipino character according to a Senate task force. Finally, it provides guidance on discovering and developing personal values through identification, prioritization, and clarification exercises.
Chapter I Basic Principles of Evaluational Education Juwita Sitorus
Chemistry Teaching and Learning Evaluation, Compiled from selected resources by the team under the coordination of Dr. Simson Tarigan, MA. Just for teaching and learning process in State University of Medan.,
This document discusses values formation and the role it plays in one's life. It explains that there are transcendent values like love, care and concern for others that remain constant over time. It also notes that values are both taught and learned from experience, and that strengthening one's will through virtuous living leads to living according to right values and finding abundance and joy. The document outlines a hierarchy of values from pleasure to vital to spiritual to holy.
A discussion on the current status of Human Rights education in formal Philippine schooling system. Presentation made possible by Amnesty International.
Implication of Idealism and Naturalism to Philippine EducationViel Navarro
The document discusses the educational implications of idealism and naturalism in Philippine schools. For idealism, the goals are truth, self-realization, and character development. The curriculum focuses on humanities and cultivating values through lectures and memorization. Teachers are seen as authority figures. For naturalism, the goals are to develop individuals according to natural laws through play and discovery. The curriculum is child-centered focusing on interests, abilities and experiences. Teachers take a background role to allow natural development.
Chris Farrell The role of the teacher in the modern classroomeaquals
This document discusses the various roles and perspectives of teachers. It begins by asking partners to define what a teacher is or does. It then lists several perspectives on teacher roles, such as instructors, organizers, assessors, and more. It explores how different stakeholders like students, institutions, and society view the teacher's role. It raises questions about teacher responsibilities to students and colleagues, and their role with new technologies. Overall, the document examines the complexity of defining the teacher's role from many angles.
The document discusses motivation in second language learning and methods teachers can use to promote learning. It defines intrinsic and extrinsic motivation and explains their role in second language acquisition. Some ways to increase student motivation mentioned include varying activities, cooperative learning, setting goals, and building relationships. The document also lists several methods a teacher can employ in the classroom, such as demonstration, questioning, narration, games and role plays, to engage students and promote learning.
Values are standards that societies use to judge what is desirable or undesirable. They provide purpose and direction in people's lives and give meaning to society. There are several theories about the origin of values, including that they come from inner mental processes, external reinforcement, or cultural influences. Filipino values include concepts like utang na loob, bahala na, and pakikisama that guide behaviors and social interactions.
1. The document discusses three approaches to teacher learning and development: as a cognitive process, as a skill, and as a personal construction.
2. It describes each approach and provides examples. The cognitive process view focuses on how teachers' beliefs and thinking influence their teaching. The skill approach breaks teaching down into discrete skills that can be mastered. The personal construction view uses self-awareness and reflection.
3. The document also outlines levels of cognitive, skill, and affective learning, and provides an example of developing a positive attitude towards a new teaching technique from initial presentation to internalization.
Values are things that are considered important and influence behavior. They serve as guiding principles and determine what seems worthwhile. Values help determine what a person likes or considers important. They allow a person to plan their life and set goals.
Bayanihan refers to a Filipino spirit of communal unity and effort where community members volunteer to help others, such as by carrying a house to a new location. It demonstrates group values of cooperation and helping one another.
Values can be classified in different ways, such as general societal values accepted by most versus personal values, or based on whether they are exercised by an individual, group, or society. Examples of different types of values are provided.
The document discusses the origins and key concepts of humanism as a learning theory. It originated in the 1960s through the works of Carl Rogers, Abraham Maslow, and Malcolm Knowles. Key aspects of humanism include viewing learning as a personal act for self-actualization, giving students autonomy over their curriculum, and the teacher taking on a facilitating role rather than directing learning. When implemented effectively for self-motivated students, humanism can lead to benefits like increased academic achievement and fewer disciplinary issues.
There are several roles that teachers can take on in the classroom. The most common is the controller, where the teacher leads activities from the front by taking attendance, giving instructions, and reading aloud. Other roles include the prompter, who encourages student creativity and participation sensitively; the participant, who stands back and allows students to work independently while providing feedback; the resource, who offers guidance by answering student questions; and the tutor, who combines advising and organizing to create an enhanced classroom atmosphere. Overall, the document discusses that while teaching is challenging, it can be very rewarding, and teachers have varying views of themselves and their profession depending on the roles they take on.
Moral values are standards that govern individual behavior and choices. They can be derived from society, government, religion, or oneself. Moral values are flexible depending on one's culture but generally refer to what is considered right or wrong. A useful way to think about one's moral compass is that it has four directions - integrity, forgiveness, compassion, and responsibility - which represent universal principles honored across cultures. Some examples of moral values discussed include prejudice, lying, oppression, treason, willful ignorance, brainwashing of children, murder, greed, theft, fraud, and violence.
Values represent basic convictions about what is good versus bad. They influence our perceptions and guide our behaviors. [1] Values have both content, specifying what is important, and intensity, how important it is. [2] An individual's value system is a hierarchy of their most important values. [3] Values are subjective and vary across cultures.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
WeValue for Business offers values-based organizations the tools to identify, through broad participation and a combined bottom-up and top-down process, how they wish to give expression and life to their values, to assess the current reality, to listen to the expectations of their people and to embark on a journey of continuous improvement.
The document discusses values, principles, and practices for personal and professional transformation. It defines values as judgments about what is important, principles as foundations for belief, and practices as actions. Rituals are described as prescribed actions that can help or hinder transformation depending on whether they are ends in themselves or support higher values. Examples like yoga, agile practices, and retrospectives are discussed as potential practices or rituals. Universal ideals of truth, strength, beauty, fraternity, equality, and liberty are presented as ideals to guide behavior and conduct. The document advocates authentic self-realization through ideals that harmonize with human nature.
The document discusses the history of early childhood education policies and partnerships between parents and practitioners in several countries. It identifies potential barriers to partnerships such as circumstances, lack of confidence, formality, and negative attitudes. However, close partnerships between home and school can provide benefits like better informed parents, increased support for children, and enhanced pupil performance. Effective strategies to build partnerships include structuring communication, planning, listening, recognizing individual needs, valuing all parties, and maintaining flexibility.
This document discusses human values and theories. It defines values as goals that give meaning to human existence and help people achieve fulfillment. The document outlines three kinds of values: biological values related to physical survival, social values related to relationships and community, and rational values related to using reason and will. Moral values directly relate to choices and actions. The document also discusses characteristics of moral values, other types of values like religious and cultural values, a hierarchy of values from most to least important, and the importance of choosing values wisely.
The document discusses the process of value formation and clarification. It defines values and outlines the general steps in the valuing process. There are three main types of values discussed: terminal values, instrumental values, and conditional values. The document also examines where our values come from and identifies the main strengths and weaknesses of Filipino character according to a Senate task force. Finally, it provides guidance on discovering and developing personal values through identification, prioritization, and clarification exercises.
Chapter I Basic Principles of Evaluational Education Juwita Sitorus
Chemistry Teaching and Learning Evaluation, Compiled from selected resources by the team under the coordination of Dr. Simson Tarigan, MA. Just for teaching and learning process in State University of Medan.,
This document discusses values formation and the role it plays in one's life. It explains that there are transcendent values like love, care and concern for others that remain constant over time. It also notes that values are both taught and learned from experience, and that strengthening one's will through virtuous living leads to living according to right values and finding abundance and joy. The document outlines a hierarchy of values from pleasure to vital to spiritual to holy.
A discussion on the current status of Human Rights education in formal Philippine schooling system. Presentation made possible by Amnesty International.
Implication of Idealism and Naturalism to Philippine EducationViel Navarro
The document discusses the educational implications of idealism and naturalism in Philippine schools. For idealism, the goals are truth, self-realization, and character development. The curriculum focuses on humanities and cultivating values through lectures and memorization. Teachers are seen as authority figures. For naturalism, the goals are to develop individuals according to natural laws through play and discovery. The curriculum is child-centered focusing on interests, abilities and experiences. Teachers take a background role to allow natural development.
Chris Farrell The role of the teacher in the modern classroomeaquals
This document discusses the various roles and perspectives of teachers. It begins by asking partners to define what a teacher is or does. It then lists several perspectives on teacher roles, such as instructors, organizers, assessors, and more. It explores how different stakeholders like students, institutions, and society view the teacher's role. It raises questions about teacher responsibilities to students and colleagues, and their role with new technologies. Overall, the document examines the complexity of defining the teacher's role from many angles.
The document discusses motivation in second language learning and methods teachers can use to promote learning. It defines intrinsic and extrinsic motivation and explains their role in second language acquisition. Some ways to increase student motivation mentioned include varying activities, cooperative learning, setting goals, and building relationships. The document also lists several methods a teacher can employ in the classroom, such as demonstration, questioning, narration, games and role plays, to engage students and promote learning.
Values are standards that societies use to judge what is desirable or undesirable. They provide purpose and direction in people's lives and give meaning to society. There are several theories about the origin of values, including that they come from inner mental processes, external reinforcement, or cultural influences. Filipino values include concepts like utang na loob, bahala na, and pakikisama that guide behaviors and social interactions.
1. The document discusses three approaches to teacher learning and development: as a cognitive process, as a skill, and as a personal construction.
2. It describes each approach and provides examples. The cognitive process view focuses on how teachers' beliefs and thinking influence their teaching. The skill approach breaks teaching down into discrete skills that can be mastered. The personal construction view uses self-awareness and reflection.
3. The document also outlines levels of cognitive, skill, and affective learning, and provides an example of developing a positive attitude towards a new teaching technique from initial presentation to internalization.
Values are things that are considered important and influence behavior. They serve as guiding principles and determine what seems worthwhile. Values help determine what a person likes or considers important. They allow a person to plan their life and set goals.
Bayanihan refers to a Filipino spirit of communal unity and effort where community members volunteer to help others, such as by carrying a house to a new location. It demonstrates group values of cooperation and helping one another.
Values can be classified in different ways, such as general societal values accepted by most versus personal values, or based on whether they are exercised by an individual, group, or society. Examples of different types of values are provided.
The document discusses the origins and key concepts of humanism as a learning theory. It originated in the 1960s through the works of Carl Rogers, Abraham Maslow, and Malcolm Knowles. Key aspects of humanism include viewing learning as a personal act for self-actualization, giving students autonomy over their curriculum, and the teacher taking on a facilitating role rather than directing learning. When implemented effectively for self-motivated students, humanism can lead to benefits like increased academic achievement and fewer disciplinary issues.
There are several roles that teachers can take on in the classroom. The most common is the controller, where the teacher leads activities from the front by taking attendance, giving instructions, and reading aloud. Other roles include the prompter, who encourages student creativity and participation sensitively; the participant, who stands back and allows students to work independently while providing feedback; the resource, who offers guidance by answering student questions; and the tutor, who combines advising and organizing to create an enhanced classroom atmosphere. Overall, the document discusses that while teaching is challenging, it can be very rewarding, and teachers have varying views of themselves and their profession depending on the roles they take on.
Moral values are standards that govern individual behavior and choices. They can be derived from society, government, religion, or oneself. Moral values are flexible depending on one's culture but generally refer to what is considered right or wrong. A useful way to think about one's moral compass is that it has four directions - integrity, forgiveness, compassion, and responsibility - which represent universal principles honored across cultures. Some examples of moral values discussed include prejudice, lying, oppression, treason, willful ignorance, brainwashing of children, murder, greed, theft, fraud, and violence.
Values represent basic convictions about what is good versus bad. They influence our perceptions and guide our behaviors. [1] Values have both content, specifying what is important, and intensity, how important it is. [2] An individual's value system is a hierarchy of their most important values. [3] Values are subjective and vary across cultures.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
WeValue for Business offers values-based organizations the tools to identify, through broad participation and a combined bottom-up and top-down process, how they wish to give expression and life to their values, to assess the current reality, to listen to the expectations of their people and to embark on a journey of continuous improvement.
The document discusses values, principles, and practices for personal and professional transformation. It defines values as judgments about what is important, principles as foundations for belief, and practices as actions. Rituals are described as prescribed actions that can help or hinder transformation depending on whether they are ends in themselves or support higher values. Examples like yoga, agile practices, and retrospectives are discussed as potential practices or rituals. Universal ideals of truth, strength, beauty, fraternity, equality, and liberty are presented as ideals to guide behavior and conduct. The document advocates authentic self-realization through ideals that harmonize with human nature.
Empowerment the “art” of creating constantly an organization of your own ch...LeadersNet.co.il
מצגת פאור פוינט באנגלית, חלק מהרצאה בנושא: העצמה במערכות בריאות. הוצג בכנס הבינלאומי הראשון לניהול בסיעוד שנערך בפמוקלה תורכיה בחודש נובמבר 2001. מאת: מעיין אמיתי, יועץ ארגוני
במכון מנהיגות, ייעוץ לארגונים לומדים.
AITP Dallas Presentation - Ethics in LeadershipPaola Saibene
Clarity with regards to ethical foundations can propel us out of dilemmas, by granting us freedom, which bypasses the shackles of acquiescence and confusion.
The document discusses various concepts and models related to leadership. It begins by defining leadership and listing traditional leadership qualities. It then lists qualities from "My List of Leadership Qualities" in multiple sections. The document notes that things like position, status, title, education and age do not automatically make one a leader. It discusses developing leadership abilities through experience and mentors. Finally, it outlines several leadership models including the Leadership Character Model, Social Change Model, Seven C's, Whole Brain Model and notes different types of leaders.
The document discusses Stephen M.R. Covey's book "The Speed of Trust" and provides an overview of Covey's background and insights from the book. It describes how Covey argues that trust is a key driver of organizational performance and outlines the five waves of trust development, from self trust to societal trust. The document also summarizes some of the behaviors that Covey says can help build trust in relationships.
This document discusses moral values and character building. It defines morals and values, and lists key moral principles including trustworthiness, respect, responsibility, fairness, caring, and citizenship. It then provides descriptions and examples of each principle. The document discusses the importance of character, what constitutes good character, and factors that influence character development. It also outlines approaches for measuring and developing good character, including effective communication between families, schools, and communities regarding shared values. Overall, the document provides an overview of moral values and principles, what defines good character, and suggestions for developing strong character.
This document discusses moral values and character building. It defines morals and values, and lists key moral principles including trustworthiness, respect, responsibility, fairness, caring, and citizenship. It then provides descriptions and examples of each principle. The document discusses the importance of character, what constitutes good character, and factors that influence character development. It also outlines approaches for measuring and developing good character, including effective communication between families, schools, and communities regarding shared values. Overall, the document provides an overview of moral values and principles, what constitutes strong character, and how character can be built in individuals.
2012 Orange County's Most Trusted Brands FrameworkDGWB
The document summarizes the Values Institute Trust Framework, which measures trust across 25 values grouped into 5 categories: Ability, Concern, Connection, Consistency, and Sincerity. It leverages research from social sciences on variables in highly trusted relationships. The framework provides a meaningful evaluation for individuals to modify trusting behaviors within organizations. Tables then define statements used to measure each trust value category.
Impact Of Employees’ Value System OB PPTRajni Bala
This document discusses the impact of employee values on managers. It begins by defining value systems and explaining that values are standards by which individuals judge their actions. It then outlines some common values in Indian culture like peaceful coexistence, spirituality, family ties and hospitality. The document proposes that ethical values are relevant for managerial success by cultivating honesty, responsibility and performance rather than corruption. Upholding values can result in greater employee loyalty, respect for fair dealing, basing decisions on core values, and gaining commitment from teams and customers.
How powerful are company values as an employee engagement energiser?
Unlock the power of your company values. Here are some ideas for using the influential power of values to transform team performance.
2018 Jun 29 [v] - Work Ethics for Professional Excellence - EEI [Please dow...viswanadham vangapally
2018Jun29 - Work Ethics for Professional Excellence - as a part of a 5 Day programme on Values and Work Ethics for Development Professionals - organized at Extension Education Institute (Southern Region), IEEI, Department of Agriculture & Cooperation, Ministry of Agriculture, Government of India, at Professor Jaishanker Telangana State Agricultural University, Rajendranagar, Hyderabad 500 030, Telangana
This power point presentation titled Work Ethics for Professional Excellence, was used for a session, as where this topic was combined with Values Driven Management.
The live audio recording of this brief session can be directly accessed:
https://archive.org/details/180629001WorkEthicsForProfExcellenceEEI
The participants were informed that they can easily access many other power point presentations and live audio recordings, freely: www.viswam.info
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
1. The document discusses organizational culture and describes it as a shared belief system among members that guides behaviors and decision making.
2. It states that organizational culture is implicit rather than explicit, exists on multiple levels, and is complex, prescribing the right way to do things.
3. Creating a value-based culture requires interventions by HR to disrupt the status quo and change the organization through planned actions that build things like trust and transparency.
Developing Organisational Values for North Kirklees CCGMichael Barker
The document summarizes the agenda for a team away day focused on developing organizational values. The agenda includes defining values, examining examples of values from other organizations, and discussing how to bring values to life within the team's culture. The team will also consider how to create a remarkable workplace and translate principles into working practices.
This document discusses moral values and character building. It defines morals and values, and outlines key moral principles like trustworthiness, respect, responsibility, fairness, caring, and citizenship. It explains that moral values help guide a person's behavior and decisions. The document also discusses how to develop good character, noting that it involves understanding what good character means, what influences it, how to measure it, and how to cultivate it through effective communication between families, schools, and communities. It stresses the importance of strong character both personally and professionally for success.
I. Leaders play a key role in establishing organizational values and setting the direction of the organization. Values guide leader's decisions and perceptions.
II. Values can be terminal or instrumental, and shape beliefs, attitudes, and personality. Terminal values are desirable end goals like accomplishment or friendship, while instrumental values are means to achieve goals, like courage or honesty.
III. Cultural dimensions from the GLOBE study, like assertiveness and future orientation, distinguish societies and impact management. Values are learned from multiple influences like parents, religion, peers, media, and education.
Aashwasan provides organizational services, programs, and consulting to help corporations with strategic support, performance enhancement, and overall well-being using their proprietary Aashwasan Science methodology. This includes tools and techniques developed by founder Ms. Rashmi Aiyappa to analyze organizational dynamics, address root causes, and facilitate permanent behavioral and cultural changes through customized, collaborative, and people-oriented interventions and retreat programs.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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2. WeValue for Business
Measuring and Leveraging the Values driving your Organiza6onal Performance
A process based on the values indicators developed by the EU‐funded ESDinds project led by University of Brighton and Charles
University of Prague
A service brought to you by accompany under the auspices of
May 2011
4. Values‐driven organizations
• are a@racAve for talent
• have a loyal customer base
• are innovaAve
• have a collaboraAve and enthusiasAc workforce
• are less exposed to risk
• reach be@er and more sustainable business results
• are be@er places to work
accompany
8. Values
• Some are easy to agree upon: what organizaAon would not want to
count "integrity", "respect" or "excellence" among its core values?
• Are oLen more a declaraAon of intent rather than a descripAon of
the current reality of an organizaAon
• May have much overlap between them: what exactly is the
difference between "integrity" and "honesty"?
• Are culturally conAngent: respect is likely to have different meaning
for a young Tibetan monk than for an Italian grand‐mother. Values
defined by the New York HQ may be difficult to understand by the
Turkish branch, and this may be difficult to understand for the NY
HQ.
accompany
10. Values often cross‐refer to each other
Synonym Discussion of HONESTY
honesty, honor, integrity, probity mean uprightness
of character or action. honesty implies a refusal to
lie, steal, or deceive in any way. honor suggests an
active or anxious regard for the standards of one's
profession, calling, or position. integrity implies
trustworthiness and incorruptibility to a degree that
one is incapable of being false to a trust,
responsibility, or pledge. probity implies tried and
proven honesty or integrity.
http://www.merriam-webster.com/dictionary
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12. ...that have been found to cover much of the
"values‐inspired leadership" field
Field of Values‐inspired Leadership
Unity
Integrity
Empowerment
Justice Trust
Care & Respect
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13. ...from which we have developed
qualitative "indicators"
aka those habits, attitudes, mindsets... that show
that an organization is values‐inspired
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14. Em
Care &
power Trust Unity Integrity Justice
Respect
ment
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I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
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I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
accompany
15. Em
Care &
power Trust Unity Integrity Justice
Respect
ment
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator
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24. Process accompanying
Caveat
• A change process that people do not understand, or that people do not trust, is bound to
fail.
• A change process that is aborted half‐way through will be more damaging for your
organization than no process at all.
• A change process that does not lead to tangible change for your employees will prompt
cynicism and disempowerment.
• People’s suggestions must not all be implemented, but they must all be met with respect
and gratitude
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Every single staff member participates and makes a difference\n The process adapts to the unique reality of each organization\n Costs and time usage are under control\n An agenda set at the start avoids competing for time between the process and your staff’s operational duties\n The indicators, scientifically tested for their validity, and the adaptation (personalization) process translate the meaning of “Values” into the practical reality of your organization and create a shared language for meaningful conversations\n Your senior management team and all participants get a clear understanding of what will happen, how it will happen and why it will happen, through professional communication and interactive workshops\n A clear concept and a well structured process ensure that the project delivers on its promise. Bottom-up suggestions met with respect and implemented with rigor. \n\n
\n
\n
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Every single staff member participates and makes a difference\n The process adapts to the unique reality of each organization\n Costs and time usage are under control\n An agenda set at the start avoids competing for time between the process and your staff’s operational duties\n The indicators, scientifically tested for their validity, and the adaptation (personalization) process translate the meaning of “Values” into the practical reality of your organization and create a shared language for meaningful conversations\n Your senior management team and all participants get a clear understanding of what will happen, how it will happen and why it will happen, through professional communication and interactive workshops\n A clear concept and a well structured process ensure that the project delivers on its promise. Bottom-up suggestions met with respect and implemented with rigor. \n\n
\n
Preparation:\nSend every SM member the indicators list and invite them to\n- correct for incompatibilities of language or concepts with organizational reality\n- mark any indicators that are not relevant for their organization\n- add any missing indicators that describe important values-inspired behavior or outcomes in their organization\n\n\nQuestions for personalization during the workshop:\nWhich important concepts/values do you see covered?\nWhich seem to be missing?\nHow would you express relevant indicators for these?\nWhich indicators do not seem relevant? Why? (capture!)\n\n
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Involvement prompts commitment!\nEveryone will be involved from the start, and contribute without fear and in a practical way.\nEveryone will be progressively drawn into the process and be able to make practical suggestions for change, in a structured way.\n\nCommunity groups allow for deeper analysis of how different groups perceive the organization and what their expectations are.\n
1) We analyze the data using the professional standard Stata software, ...\n2) Questions:\n- what do you see here?\n- what else?\n- is this what you expected?\n- what is the greatest surprise?\n3) What are some stories that show how this indicator was present?\nWhat are some stories that show how this indicator was absent/how would the situation have presented itself if this indicator had been present?\n4) What are your suggestions\n- to yourself\n- to the organization\n