This document discusses strategies for encouraging students to work effectively in teams. It recommends assigning students to small groups of 2-6 students and keeping group assignments consistent over multiple tasks. It also suggests structuring tasks to require interdependence by only providing one copy of materials per group and assigning roles like note-taker. The document provides tips for monitoring group work, such as circulating to observe and address problems, and giving feedback to groups on cooperation and task completion. It emphasizes developing students' communication, leadership, and cooperation skills through structured group activities.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
Job descriptions have been around for 100 years. They were useful in relatively stable and predictable times in the last century. But in a climate of accelerated change and uncertainty, job descriptions are no longer relevant.
People at work are expected to play many roles. There are four nonjob roles that are critically important to surviving and thriving in the 21st century workplace. What are these roles and how can they be applied and incorporated in a role description?
Converting a job description to a role description is a simpler process than you might think. The role description covers all the relevant roles. But the job description only covers the tasks expected of an employee 2 succeed. It rarely if ever mentions any of these nonjob roles that are critical to success in an unstable and unpredictable working environment.
This webinar shows you a simple way of being able to convert job descriptions to role descriptions. It will explain the difference between a job description and a role description. And it will also discuss some of the valuable nonjob roles that are critically important to success in the 21st century. This webinar is based on Dr. Tim Baker's upcoming book, “The Future of Human Resources: Unlocking Human Potential.”
Leaders are the custodians of culture. In this session, we look at the eight core values of an enterprising culture and the four emotional stages of change. Applying this concepts to your organisational culture can give you a strategic framework for building a better culture for performance.
To be an effective lead a team, the leader needs to be versatile in their style and approach. Sometimes they need to be directive and at other times very collaborative. This session considers how and when to lead using different styles and approaches for maximum effect.
For the past 100 years, we’ve progressively dehumanized our places of work. We’ve learned to systemize, homogenize, and mechanize – all in the quest for greater efficiency and cost-saving. We’ve forgotten that the human being is the center of work.
This broadcast is based on Dr Tim Baker’s latest book: Bringing the Human Being Back to Work: The 10 Performance and Development Conversations Leaders Must Have (Palgrave Macmillan)
The broadcast highlights the ten essential performance and development conversations leaders must have to restore human spirit at work. First, Tim explains the importance of cultivating an authentic workplace by resisting the dumbing down of work and respecting employee dignity. Second, he presents five developmental conversations, from coaching to relationship-building. Third, Tim outlines five performance conversations, from climate review to innovation.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
Most meetings are perceived as a waste of time. How can meetings be more efficient and effective? Leaders have a responsibility to facilitate productive meetings. Being good at running meetings is the hallmark of a good leader. Some practical tips are covered.
Coach Approach to Leadership - Conversations for SuccessRay Lamb
Defining coaching for leaders, and a guide to coaching conversations for successful leadership using a 'coach approach' what, why and how of coaching for leaders
How does a senior manager positively impact performance at a strategic level? This session looks at a strategic framework for building performance capacity in your organisation. We consider inputs, throughputs, and outputs at the macro level.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
There are many advantages to being recognised as an employer of choice. The first step is to diagnose the organisation before building a step-by-step approach to having a more engaged workforce. This approach is different to all the other approaches and way more effective. It starts with building a culture of a better employment relationship.
By the end of this broadcast, you will be able to:
• Understand the most constructive way forward for changing the culture of a workplace;
• Apply a range of effective strategies to enhance the culture that is reflective of an employer of choice; and
• Appreciate the value and importance of changing the employment relationship as a way to become a true employer of choice.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
Job descriptions have been around for 100 years. They were useful in relatively stable and predictable times in the last century. But in a climate of accelerated change and uncertainty, job descriptions are no longer relevant.
People at work are expected to play many roles. There are four nonjob roles that are critically important to surviving and thriving in the 21st century workplace. What are these roles and how can they be applied and incorporated in a role description?
Converting a job description to a role description is a simpler process than you might think. The role description covers all the relevant roles. But the job description only covers the tasks expected of an employee 2 succeed. It rarely if ever mentions any of these nonjob roles that are critical to success in an unstable and unpredictable working environment.
This webinar shows you a simple way of being able to convert job descriptions to role descriptions. It will explain the difference between a job description and a role description. And it will also discuss some of the valuable nonjob roles that are critically important to success in the 21st century. This webinar is based on Dr. Tim Baker's upcoming book, “The Future of Human Resources: Unlocking Human Potential.”
Leaders are the custodians of culture. In this session, we look at the eight core values of an enterprising culture and the four emotional stages of change. Applying this concepts to your organisational culture can give you a strategic framework for building a better culture for performance.
To be an effective lead a team, the leader needs to be versatile in their style and approach. Sometimes they need to be directive and at other times very collaborative. This session considers how and when to lead using different styles and approaches for maximum effect.
For the past 100 years, we’ve progressively dehumanized our places of work. We’ve learned to systemize, homogenize, and mechanize – all in the quest for greater efficiency and cost-saving. We’ve forgotten that the human being is the center of work.
This broadcast is based on Dr Tim Baker’s latest book: Bringing the Human Being Back to Work: The 10 Performance and Development Conversations Leaders Must Have (Palgrave Macmillan)
The broadcast highlights the ten essential performance and development conversations leaders must have to restore human spirit at work. First, Tim explains the importance of cultivating an authentic workplace by resisting the dumbing down of work and respecting employee dignity. Second, he presents five developmental conversations, from coaching to relationship-building. Third, Tim outlines five performance conversations, from climate review to innovation.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
Most meetings are perceived as a waste of time. How can meetings be more efficient and effective? Leaders have a responsibility to facilitate productive meetings. Being good at running meetings is the hallmark of a good leader. Some practical tips are covered.
Coach Approach to Leadership - Conversations for SuccessRay Lamb
Defining coaching for leaders, and a guide to coaching conversations for successful leadership using a 'coach approach' what, why and how of coaching for leaders
How does a senior manager positively impact performance at a strategic level? This session looks at a strategic framework for building performance capacity in your organisation. We consider inputs, throughputs, and outputs at the macro level.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
There are many advantages to being recognised as an employer of choice. The first step is to diagnose the organisation before building a step-by-step approach to having a more engaged workforce. This approach is different to all the other approaches and way more effective. It starts with building a culture of a better employment relationship.
By the end of this broadcast, you will be able to:
• Understand the most constructive way forward for changing the culture of a workplace;
• Apply a range of effective strategies to enhance the culture that is reflective of an employer of choice; and
• Appreciate the value and importance of changing the employment relationship as a way to become a true employer of choice.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
Working with distributed teams: How I learned to stop worrying and love WebExLarry Kunz
Describes differences between the office of yesterday, where everyone was located together and usually shared values, backgrounds, and institutional memory - and today's distributed work teams, where people never meet in person and come from a wide variety of backgrounds and expectations.
What are the advantages if working in teams?
What makes a good team?
Who should be on your team?
What are the team member duties?
#WikiCourses
http://wikicourses.wikispaces.com/Topic+Working+in+Teams
In today’s world, almost everything is accomplished by
teams. Large companies often use project teams that
span the globe. Small companies use teams to ensure
that their products and services reach their customers.
Non‐profit organizations put teams together to accomplish
goals. Instructors teach and develop curriculum
in teams, and work in teams with counselors, administrators,
and other academic employees. Government
workers from local to national levels work in teams.
Aware of the importance of working with others, academic
institutions have increased the teamwork component
of many courses, and students work together
both in person and online to create documents, put
together presentations, and complete projects.
The prime advantage to working in teams is the
ability to combine skills and talents. An academic or
work team benefits from a wide array of skills that no
single student or employee could possess alone, from
analytical skills to marketing skills to technical skills
and everything in between. Complex projects at school
or in the workplace demand all of these skills, especially when things need to get done in
a specific time frame.
This Training Presentation discusses Workplace Communication - and what is essential to be successful at Workplace Communication.
It includes not only what elements are needed to properly convey your message - but what you need to know about your audience.
Effective communication in the workplaceDavid Giard
After 15 years in the IT industry, I've discovered that the single biggest contributor to success is effective communication. In this situation, I'll describe lessons I've learned about how to improve communication and how to increase the chance of high customer satisfaction.
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. We are working speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also visit www.slideshare.net and search using key word - earthsoft
Read http://tl.gd/jm1gh5 and view picture http://twitpic.com/cept60
http://www.slideshare.net/rrakhecha/efg-activities-of-one-year27-mar2013
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
"
*Collaboration learning-educational approach in which students study in groups to enhance their learning outcomes.
They come together to perform tasks, work on projects and understand new concepts.
Helps students to defend their places, reframe ideas, understand other person’s points of view
Aids in better understanding of a subject
*Shortcomings of Traditional Learning Methods Students lack- Students lack critical thinking abilities ,Students learn for degrees and grades ,Students use memorization techniques for learning , and Lacks development of creativity and cognitive abilities
*Collaborative Learning Examples
*Characteristics of Collaborative Classrooms -Both, teacher and students learn by sharing knowledge, Teacher acts as middle man, Diverse groupings of students, Shared learning authority among the teachers and students.
*Benefits of Collaborative Learning
*Strategies for Collaborative Learning Clarifying the group responsibilities
*Types of Collaborative Learning
*How can MasterSoft help in Collaboration Learning?
To learn some British and American slang terms and practice them in sample
dialogues;
• To practice reading for general idea, listening for gist and writing skills;
• Practice the language of agreeing/disagreeing in speech
1. Strategies
to encourage students to
work effectively in teams
Daniela Munca-Aftenev, ETRC Spring 2013 School
2. WATCH and BRAINSTORM
Free writing activity
How is the video connected to teaching
students ?
3. Task 1
• Work in groups of 5
• Roles: note taker, artist, Web expert, creative
coordinator, content coorinator
• “Best Teacher Website”
• Design the website: layout, structure,
components
• Create a name
• How the website will improve the overall
collaboration of teachers with students and
school administration
4. Task 2
• Work in 2 teams per 5 members
• 2 Evaluators who will observe the
teams
• Build the tallest structure possible
using the materials provided
8. The shift from Topic based curriculum to
Competence based curriculum
• change of paradigm from teacher-centered to student-centered
• revision of the traditional methodologies and roles of teachers
• teachers are increasingly becoming facilitators of learning
• organizing teamwork, managing classroom activity
• more of T time is likely to be spent supporting individuals and less on
whole class teaching
• decision making, in-depth thinking, and problem
• learning experiences more relevant and meaningful,
• encourage active citizenship
• as well as to create an environment conducive to reflective thinking
Your own footer Your Logo
9. The countries that seem to be particularly
successful in implementing policies
of cross-curricular key competences:
Efficiently use the following instruments:
• Setting appropriate curriculum goals and standards;
• Developing teacher competences;
• Shaping school practices:
• Giving appropriate feedback through assessment and evaluation.
• The application of effective competence development oriented
• Innovative learning environments
• Intensive use of ICT facilities
• Frequent and meaningful project work and teamwork,
• New assessment methods
• Various individualized techniques of organizing learning
Your own footer Your Logo
10.
11.
12.
13. Group work can also encourage and
help students to:
• use and manipulate knowledge in practical situations;
• develop language and social skills needed for cooperation;
• use exploratory language to try out ideas;
• stretch their language as they talk critically and constructively;
• support and build on each other’s contributions;
• take turns in discussion;
• develop other important life skills including:
– organization;
– negotiation;
– delegation;
– team work;
– co-operation;
– leadership
14. Group work can also encourage and
help students to:
• Develop and increase their thinking skills
• explain and negotiate their contributions to the group
• establish what they know and to find out what they have
yet to learn
• acknowledge and utilize the strengths and talents of
individual students
• explore a topic in a limited time frame
• develop a sense of responsibility through group
accountability and assessment.
15. Strategies for everyday use
• Decide the size of the group (two to six)
• Assign students to groups
• Do not change group assignments with each new task
• Arrange the room so that groups can work together without
disrupting other groups
• Plan instructional materials to promote interdependence.
• Give only one copy of the materials to the group.
• Assign roles to assure interdependence (Give job titles such
as summarizer, researcher, recorder, encourager, and
observer)
16. Strategies for everyday use
• Structure individual accountability as well as a group assessment
(individuals' rewards are based both on their own scores and on the
average for the groups as a whole)
• Discuss desired behaviors: request that students take turns, use
personal names, listen carefully to one another, and encourage
everyone to participate.
• Monitor student behavior. Circulate around the room to listen and
observe groups in action. Note problems in completing assignments and
working cooperatively.
• Allow opportunities for groups to orally report their findings to the whole
class.
• Give feedback to each group about how well the members worked with
one another and accomplished tasks and how they could improve.