Results for: “Business & Economics”
|Jonamay Lambert||HRD Press|
Take Your Pick —
The purpose of this activity is to help participants understand that there are differences in learning styles and to identify their own learning style.
Audio cassette and video cassette
1. Place the following four objects on the desk: pen, book, audio cassette and video cassette.
2. Ask participants to choose for themselves the object that is most interesting to them.
3. Group participants in pairs and ask them to share their responses and discuss why they made that choice.
4. Reconvene and ask the following questions.
Why did you choose the object you did?
Did you realize (or discuss) that each object represented a different learning style?
In your discussion with your partner, what did you find out about that person?
How did you feel sharing this type of personal information? Did you discover more about your own learning style?
What are the benefits of knowing more about the learning styles of people you are dealing with?See All Chapters
|Herman Maynard||Berrett-Koehler Publishers||ePub|
CORPORATE LEADERSHIP ROLE
The Second Wave
The Third Wave
The Fourth Wave
THE ENVIRONMENTAL CRISIS, recent advances in biotechnology, and global democratization are propelling us into the biopolitical era. As we make the transition to this new era, business will play new leadership roles and assume new responsibilities. Here we focus on the qualities and responsibilities of our corporate leaders as they move out of the Second Wave to take on their global tasks in the biopolitical arena.
Biopolitics has been defined as the exercise of control over the future of life (Rifkin 1983, 237). As a type of politics, it is an amalgam of the usual elements of politics—power, connection, and uncertainty (Anderson 1987)—set in a wider context. In biopolitics, power is the ability to produce change in ecosystems as well as in corporate headquarters, city hall, or Washington. Connection refers to networks, or circles of personal contacts. In a biopolitical context, these go beyond people to reflect the ecological law that “everything is connected to everything else,” that humans are connected to other living things and to living systems. Uncertainty is a feature of all forms of politics, since humans are free beings and hence unpredictable. As conditions in the world’s ecosystems become more stressed, uncertainty grows, making decision making more difficult at the very time when it is becoming more urgent.See All Chapters
|Janelle Barlow||Berrett-Koehler Publishers||ePub|
The greatest revolution in our generation is the discovery that human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives.
Emotions influence every aspect of our thinking life: they shape our memories; they influence our perceptions, our dreams, thoughts, and judgments—and our behaviors, including our decisions whether to return to a place of business, how much we are willing to pay for a product or service, and what we tell our family and friends about our experiences. Emotions are more than mere cognitive processes and indeed more than just feelings.
Emotions influence human reasoning. Emotions shape judgment. And emotions shape behavior. When “customer” is added to these last three statements, they read: Emotions influence customer reasoning. Emotions shape customer judgments. And emotions shape customer behaviors. Given this, it is a very good idea to pay close attention to customer emotions and attempt to influence them in the most positive manner.See All Chapters
|Dean WIlliams||Berrett-Koehler Publishers||ePub|
Breaking Up Maladaptive Practices
Sometimes the work of leadership requires busting the boundaries of your own group to free up the system to better respond to both internal and external challenges that threaten the group. Busting boundaries is about breaking up a set of maladaptive practices and mindsets that hinder people’s capacity to deal with reality. These set of practices create a psychological, emotional, or cultural boundary for the group, informing what people believe they should or should not do in order to survive. When the practices are maladaptive, boundaries need to be busted, or else danger awaits and opportunities will pass people by. The persistence of the group’s maladaptive practices might also contribute to larger systemic problems that in the long run endanger other groups as well as themselves. Specifically, leadership to bust boundaries is needed when
the group has flawed values, practices, and mindsets that reduce problem-solving capacity and impede progress;See All Chapters
|Peter R. Garber||HRD Press|
Part II–Getting Started to Engage Employees
Five Steps to
Engaging Your Workforce
Time Guideline: 30 minutes
To explain the steps that should be taken to begin to engage your workforce
Five steps to begin engaging employees are presented.
Begin the activity by explaining to participants that engaging your workforce can seem like a big challenge, and it is. But there are certain steps that you can take to help you get started and headed in the right direction toward your employee engagement goals.
Distribute a copy of Handout 11.1 to each participant.
Review each of the five steps with participants. The steps as described are simple and can be easily explained as presented.
After reviewing these steps, ask participants if there may be other steps that they might feel would also be important in introducing employee engagement. These five steps are not intended to be an all-inclusive list, but rather a beginning point.See All Chapters
|Laura Stack||Berrett-Koehler Publishers||ePub|
As it relates to a system or machine, efficiency is defined as “achieving maximum productivity with minimum wasted effort or expense.” As it relates to people in the workplace, it’s achieving “maximum results in minimum time,” which is the trademark and tagline of my firm, The Productivity Pro, Inc.
Time is the most costly component of human capital. One employee who works an eight-hour day can be far more efficient and no less productive than another who works a twelve-hour day. What’s the difference between these two? There could be many factors involved: intelligence, training, experience, willingness to work hard, or a penchant to focus. Whatever the case, in terms of efficiency, one person can get more work done in less time. How do you drive greater efficiency?
One way to make everyone speed up is for you, the leader, to discover and eliminate any obstacles that prevent team members from moving quickly. As an experienced professional, you already have the proper mindset in place. Tinkering with the system, replacing old parts, and occasionally performing an overhaul to the workflow should be second nature by now. Strategic alignment simply represents a more generalized form of the same approach.See All Chapters
|Sue Bishop||HRD Press, Inc.|
This activity is designed to allow participants to experience and identify the benefits of self-disclosure.
This should be used only where the trainer is confident that the group, and individuals in it, are sufficiently supportive to each other to be able to derive the benefits.
By the end of this activity, participants will:
• Know the value of appropriate self-disclosure as an
aid to decision making.
• Be able to use appropriate self-disclosure as a
means of enhancing interpersonal skills with selected people.
• 6 to 20 participants (even numbers if possible)
• Suitable for managers and supervisors
1½ to 2 hours
One copy of Handouts 37.1 through 37.3 for each participant
Step 1: Introduce the activity.
• The activity is designed to allow participants to
explore self-disclosure as a technique. The emphasis throughout this activity will be on appropriate selfdisclosure. It is not always easy or appropriate to use it, but it can have remarkable benefits when used selectively and with care. It requires a level of trust between the two people who will be involved.See All Chapters
|Anders Grath||Kogan Page||ePub|
Being able to give or to arrange finance as part of an export transaction is increasingly important, both as a sales argument and to meet competition from other suppliers. This applies particularly in the case of heavier capital goods or whole projects, where finance is often an integrated part of the package, but it may also apply to raw materials, consumer goods and lighter capital goods for shorter periods.
The length of credit is often divided into short, medium and long term, even though such classifications are arbitrary and depend on the purpose. Short-term credits are normally for periods up to one year, even though the typical manufacturing exporter would normally trade on short-term credits of 60 or 90 days, perhaps up to a maximum of 180 days. Periods between one and two years may be described as both short- and medium-term depending on the purpose, whereas periods from two to five years are medium-term and periods above that are long-term credits.See All Chapters
|Nick Udall||Kogan Page||ePub|
Creating containers and holding spaces
Riding the creative rollercoaster starts with a burning question. Not a statement wrapped up as a question, but a question we really dont know the answer to. It needs to be a question that if we could break through it, we would significantly leap forward.
Shaping a great question is more difficult than it sounds. We could brainstorm a series of ideas and get really excited about them, and then tomorrow wed wake up, review them and think, What a load of crap.
A breakthrough question (a question that lights a creative fire in us) needs to resonate with us in such a way that it will hold our attention over a sustained period of time. It needs to point us squarely into the unknown and challenge us in every moment of every day, until we have had the breakthrough.
It is also not a static thing as it will often morph and refine over time as our assumptions and ingrained beliefs start to drop away.
For this to happen we need to hold the question rather than answer the question. If we try to answer it directly we diminish its power. For as soon as we answer a question, we stop being curious, we stop learning, and most certainly the next iteration of the breakthrough question wont show itself. Instead, we get trapped within our existing paradigm.See All Chapters
|Mark Lengnick-Hall||Berrett-Koehler Publishers||ePub|
“The secret of business is to know something that nobody else knows.”
“In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists.”
Pick up almost any business book or magazine and one is sure to see claims that a firm’s people are its most important resource. Unfortunately for most organizations, the ability to capitalize on this resource is limited by human resource management (HRM) programs, practices, and policies that have a simple operational focus on attracting, selecting, developing, retaining, and utilizing employees to accomplish specified tasks and jobs. Unless HRM is able to reinvent itself to embrace the challenges of the knowledge economy, it will become a constraining factor that undermines a firm’s competitiveness rather than a crucial source of competitive advantage.
The competitive demands of today’s marketplace require a reorientation of strategic human resource management emphasis that concentrates on building human capital and managing knowledge rather than focusing on primarily matching particular job skills to selected strategies. For example, similar to the ways that firms engage in mass customization of their products, they need to develop corresponding means to accomplish mass customization of the ways in which they manage individual differences within the workforce. Likewise, as firms develop business-to-business partnerships with suppliers and customers, human resource managers must find ways to develop partial employee relationships with those beyond the firm’s borders.See All Chapters
|Debra Dinnocenzo||Berrett-Koehler Publishers|
101 Tips for Telecommuters
As a telecommuter, you are a prime candidate for developing absolutely superb follow-up skills. Since you need to work with and through so many other people—colleagues, vendors, co-workers, suppliers, team members, contractors, managers—to accomplish your goals, expert follow-up skills can be essential to your ultimate success. When you hone these skills for use, especially with your external partners, it conveys a sense of significance to their work, communicates its importance to you, and clearly establishes a standard of excellence for the way in which you manage and value your work.
Well-planned and consistent follow-up behavior is not a license to micro-manage. Nothing will frustrate and demoralize your external partners faster than excessive hands-on management from you that feels and looks like high-control interference in their work.
Rather, your project planning should establish clear expectations
(Tip 71) regarding milestones and checkpoints. Your role is to use these checkpoints as guideposts for your follow-up. Doing so should ensure (provided the project planning is sound) that you have adequate opportunity to monitor progress toward goals without overburdening yourself with the minutiae of a project or task. For example, checking in with a program developer who’s designing a training program for you is useful if you do so at key milestones such as:See All Chapters
|Editors at JIST||JIST Publishing||ePub|
Boilermakers and boilermaker mechanics make, install, and repair boilers, closed vats, and other large vessels or containers that hold liquids and gases. Boilers heat water or other fluids under extreme pressure for use in generating electric power and to provide heat and power in buildings, factories, and ships. Tanks and vats are used to store and process chemicals, oil, beer, and hundreds of other products.
In addition to installing and maintaining boilers and other vessels, boilermakers also help erect and repair air pollution equipment, blast furnaces, water treatment plants, storage and process tanks, and smoke stacks. Boilermakers also install refractory brick and other heat-resistant materials in fireboxes or pressure vessels. Some install and maintain the huge pipes used in dams to send water to and from hydroelectric power generation turbines.
Boilers and other high-pressure vessels used to hold liquids and gases usually are made in sections by casting each piece out of steel, iron, copper, or stainless steel. Manufacturers increasingly are automating this process to improve the quality of these vessels. Boilermakers weld sections of the boiler together, often using robotic welding systems or automated welding machines. Small boilers may be assembled in the manufacturing plant; larger boilers usually are prefabricated in numerous pieces and assembled on site, although they may be temporarily assembled in a fabrication shop to ensure a proper fit before final assembly at the permanent site.See All Chapters
|Elizabeth Doty||Berrett-Koehler Publishers||ePub|
As a leader, my actions are amplified,” said Eric, the director of software engineering for a midsized public company, whom we met in chapter 11:
There is a chain of impact from how I treat myself, to how that affects my team, the organization, the customer, and even society. Working in institutions as powerful as corporations, all our actions are amplified out into the world—even if we are not at the very top. We have a huge impact; the way business operates is shaping society these days.
That’s why I said the spirit of honesty goes far beyond not lying—it means acting on full awareness. And that’s why the golden rule is Be interested. I need to care how the products we create are being marketed. I need to pay attention to the customer’s concerns, even when they don’t fit my timeline. I need to tell my bosses and peers what I think is needed to deliver for the customer.
I lean back and take a closer look at Eric, as we sit in the small snack kitchen near his office. He’s in his midforties, has light brown hair, and is wearing a denim shirt with the company logo, jeans, and hiking shoes. I feel a little disoriented because, aside from a remarkable calmness, he looks like a familiar type in my mental cast of corporate characters, someone whose comments at a meeting I’m sure I could predict. And yet clearly, from the philosophy he is describing, I couldn’t predict him at all.See All Chapters
|Harry E. Chambers||Berrett-Koehler Publishers||ePub|
The purpose of this exploratory study was to provide insight to the frequency with which micromanagement as defined in this book is experienced by managers and non-managers from their managers or team members. The survey was designed to maximize ease of response and to lower time for completion. All items used a yes or no response format. Nonmanagers were asked to respond to thirty-four items about their micromanagement experiences from their managers, peers, or team members. Managers were asked to respond to the same thirty-four items, plus four items about their own past and present micromanagement behaviors.
The sampling frame for the project was managers and nonmanagers from client organizations of the author of this book. These organizations were from the health care industry, colleges and universities, aerospace manufacturing, nonprofit organizations, the telecommunications industry, government, the retail industry, the mining industry, the airline industry, and others. Sample size was estimated at one hundred of each managers and nonmanagers for a total of two hundred respondents. A snowball technique was used to select the sample for this project. Twenty-five managers and twenty-five nonmanagers were asked to complete the questionnaire and to pass it to at least ten other individuals like them—that is, either another manager or non-manager. Although this sampling method does not allow results to be generalized to the total population of manager and nonmanagers in the United States, it does allow some confidence that the data reflect responses of similar groups of managers and nonmanagers.See All Chapters
|Brian Tracy||Berrett-Koehler Publishers||ePub|
Our goals can only be reached through
— STEPHEN A. BRENNEN
Just as a retail shopkeeper has a store from which he or she sells, you have a store as well. It is your sales territory. It is the area in which you work to develop sales and customers. And just as a physical store must be well organized for maximum sales results, so must your territory.
One of the major reasons for failure in selling is poor territory management. The average salesperson travels randomly throughout his or her territory, driving from place to place depending on whoever calls or is willing to see him or her at the moment.
This salesperson will often drive all the way up to the north end of the city to make one call and then all the way down to the south end of the city, spending an hour or more in traffic, to make the second call. Then he or she drives all the way back to the north end again for the next call.See All Chapters