11622 Chapters
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Medium 9781576753514

Chapter 13: Developing Managers IV: Impact of the Learning

Mintzberg, Henry Berrett-Koehler Publishers ePub

You see things as they are, and you ask “Why?” But
I dream things that never were, and I ask “Why not?”

—GEORGE BERNARD SHAW

We turn now to the impact of this new kind of management education, in various respects. We begin by considering the costs—in particular, does the IMPM pay? Then we look at IMPact, our label for the influence of IMPM learning back at work. This leads us into a broader discussion of results—does the IMPM benefit? The answer, discussed last, really lies in the assessments of those who have been involved in the program—participants, especially, but also company people, faculty, and observers.

There seems little doubt that the IMPM offers something special for the development of managers. But it costs the companies in terms of money and the participant in terms of time, since so much of it is based on personal, face-to-face contact. If, however, as I have argued, there are no shortcuts to true management development, then the question becomes: Who will pay for it?

SHOULD THE COMPANIES PAY?     MBA programs can cost a small fortune. But this is usually paid by individuals who expect to enhance their earnings. In the IMPM, however, almost all the participants are sent by their employers, who pay.

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Medium 9781626562837

3. Identifying Your Natural Strengths, Hidden Strengths, and Weaknesses

Sindell, Milo Berrett-Koehler Publishers ePub

The most valuable information you can have is an understanding of your current abilities. With a clear view of your Natural Strengths, Weaknesses, and, especially, Hidden Strengths, you can identify where to focus your attention to help you move to the next level of your profession.

As we discussed in Chapters 1 and 2, pushing your growth and moving outside of your comfort zone are the keys to your personal and professional evolution. More often than not, it takes an event—in this case, getting critical data about where you stand—to jump-start the growth process. Gathering this information is easy to do and should be done annually to keep you on top of your game.

Several methods are available for assessing your skills, including self-assessments and 360-degree assessments. The latter tend to be more robust because they incorporate feedback from all of your stakeholders, including your managers, peers, direct reports, cross-functional partners, and customers (internal or external). In a 360-degree assessment, you might find that comments from various groups differ. For example, your peers and your manager may be harder on you than your team is. You might also find there are gaps between how you see yourself and how others perceive you. (In our experience, this is usually the case.) All of this information is valuable to your professional development.

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Medium 9781683921868

Biomedical Engineering, Methodologies, and Novel Networks

Edited by Hamid R. Arabnia, Leonidas Deligiannidis, Fernando G. Tinetti CSREA Press PDF

Int'l Conf. Biomedical Engineering and Sciences | BIOENG'17 |

SESSION

BIOMEDICAL ENGINEERING,

METHODOLOGIES, AND NOVEL APPLICATIONS

Chair(s)

TBA

ISBN: 1-60132-451-0, CSREA Press ©

1

2

Int'l Conf. Biomedical Engineering and Sciences | BIOENG'17 |

ISBN: 1-60132-451-0, CSREA Press ©

Int'l Conf. Biomedical Engineering and Sciences | BIOENG'17 |

3

Analysis of 3D Cone-Beam CT Image Reconstruction Performance on a FPGA

Devin Held and Michael Bauer

Department of Computer Science

The University of Western Ontario

London, Ontario, N6A 5B7, Canada

{dheld2,bauer}@uwo.ca

Abstract

Computed tomography (CT) scans are used to analyze internal structures through capture of x-ray images. CT scans are prone to multiple artifacts, including motion blur, streaks, and pixel irregularities, and therefore must be run through image reconstruction software to reduce visual artifacts. Efficient and accurate tomographic image reconstruction algorithms and software have been an intensive topic of research. The most common algorithm used is the Feldkamp, Davis, and Kress back projection algorithm. The algorithm is computationally intensive due to the O(n4) back projection step. Processing large CT data files on GPUs has been shown to be effective. An emerging alternative for implementation of this algorithm is via Field Programmable Gate Arrays (FPGAs). With companies, like Intel and IBM, starting to bring FPGAs into more mainstream computing systems, there are opportunities to leverage the potential performance of

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Medium 9781576751695

5 Interview Effectively

Tracy, Brian Berrett-Koehler Publishers ePub

Most executives have never been taught how to properly interview people for a position. Fortunately, the most effective interviewing process is quite simple, as long as you can discipline yourself to learn it and then to follow it each time.

Start the process by writing out a logical sequence for the interview. You can even make a brief checklist that you review before you speak to a job candidate for the first time. The first questions are aimed at getting information about the work experience of the candidate as it applies to the job under consideration. Then ask questions to ascertain the skill level of the candidate. You want to know what his or her career aspirations are with regard to this job and your company. Finally, you want to know about his or her work habits and attitudes toward this job and toward his or her future.

A variety of excellent assessment instruments and personality tests are available that you can use to get a better feeling for the suitability of the candidate. In my business, we use various instruments with each person, score them, and give copies of the results to the candidate. We then discuss the findings with the candidate in a spirit of open inquiry, mutually seeking the best way to interpret them as they relate to the job under consideration.

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Medium 9781599960647

Activity 23 Ring, Ring

Elizabeth Sanson HRD Press, Inc. PDF

Activity 23

Ring, Ring

Description

In this activity, participants work in pairs using telephone simulation equipment or tape recorders. The activity closes with a review of the learning points and personal action planning. A handout containing the “golden rules” of switchboard techniques is provided.

Target Group

Support staff who answer the telephone on behalf of the organization and have had no formal training in how to sound professional

Objectives

To enable participants to answer the telephone professionally at the point of entry to the organization

To help participants sound clear and alert, yet unhurried, even when telephone answering is regular and repetitive

To provide participants with the “golden rules” of switchboard telephone answering techniques

Number of Participants

Up to 8

Time

60 minutes

Materials

Sufficient telephone simulation equipment or tape recorders and blank tapes for the number of pairs of participants you will have

Transparency 23-1 (optional)

Handout 23-1

Worksheet 23-1

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Medium 9781626562578

Chapter Ten Taking Trust to the Next Level

Reina, Dennis; Reina, Michelle Berrett-Koehler Publishers ePub

Throughout this book, we’ve taken you on a journey to discover trust. You’ve explored what trust means and been introduced to the far-reaching impacts of both its presence and its absence. You’ve learned about the behaviors that build trust, the level of commitment needed to sustain it, and what to do to repair it when it’s been broken. You’ve been inspired to want trust—and to behave differently in your relationships in order to attract it.

Attracting trust means you are first willing to extend it. Your readiness to extend trust is grounded in your attitude, beliefs, and outlook. Trust begins with you and your ability to align your behavior with sound intentions—an ability that lays a healthy foundation for your relationships. To bring yourself to relationships with others in a trustworthy way, you must first nurture the most central relationship you have—the one you hold with you.

In this closing chapter, we turn your attention to the relationship you have with yourself. We support you in expanding your Capacity for Trust and taking trust to the next level by going deeper into this connection through four pathways. They are: Take Care of Yourself, Believe in Yourself, Make Room for Yourself, and Be a Friend to Yourself. It is from this deeper connection with yourself that you take trust to the next level in your relationships, team, organization, and broader community. Trust begins with you.

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Medium 9781609948139

1997

Edmondson, Brad Berrett-Koehler Publishers ePub

The Gulf Was So Wide

When Perry Odak became the CEO of Ben & Jerrys, the media crowed that the peaceniks had hired a leader from a company that made guns. They also said that Perry was a down-to-earth guy from a Hudson Valley farm who had worked his way through Cornell by milking cows. They got the facts right, but they buried the lead.

Perry was a turnaround specialist. He was the man Fred Miller had suggested in the days following Bob Hollands resignation, and he did what he was hired to do. Starting in January 1997, he executed a plan that worked brilliantly for shareholders. The companys financial condition began improving shortly after he arrived. He brought focus and skillful planning to every aspect of the operation, and he gave the social mission the resources it needed to keep moving ahead. But that isnt all he did.

Perrys career had followed a pattern. He had spun off companies for sale when he worked at Atari in the 1980s. In the 1990s, as a management consultant, he helped a holding company cut its debt by selling fifteen companies in just nine months. He even merged two dairy companies just two years before he arrived at Ben & Jerrys. The best predictor of future behavior is past behavior, said Pierre Ferrari, who joined the board of Ben & Jerrys in 1997. Perry took on organizations that had run into some kind of trouble, turned them around, and then sold them. He approached everything with that kind of attitude. You know, every problem is a nail if youre a hammer.

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Medium 9781523097821

5 Beneath Effective Leadership

, The Arbinger Institute Berrett-Koehler Publishers ePub

“After nine years at the law firm,” Bud began, “I left to become general counsel of Sierra Product Systems. Do you remember Sierra?”

Sierra had pioneered several of the processes that Zagrum had exploited to climb to its place at the top of the high-tech manufacturing heap. “Of course,” I replied. “Their technologies changed the industry. Whatever happened to them?”

“They were acquired—by Zagrum Company.”

“Really? I never heard that.”

“The deal was sort of complicated. But the long and short of it is that Zagrum acquired most of Sierra’s useful intellectual property—patents and so on. That was 16 years ago. At the time, I was COO of Sierra and came to Zagrum as part of the deal. I had no idea what I was getting into.” Bud reached for his glass and took a drink. “At the time, Zagrum was a bit of a mystery. But I was introduced to the mystery of Zagrum in a hurry—in my second major meeting, to be exact.

“Being intimately familiar with the key acquisitions from Sierra, I joined Zagrum as part of the executive team. In my first meeting, I was given several difficult assignments to complete before the next meeting in two weeks. It was a heavy load, learning the business and all.

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Medium 9780874259698

13 Ready, Set...Go?

Glenn Parker HRD Press, Inc. PDF

Exercise 13.1

?

Exercise 13.1: The Go Team Survey

Directions: The purpose of this survey is to determine our readiness to become a self-directed team. Please indicate the extent to which the following statements are true about our team according to the following scale:

1.

2.

3.

4.

5.

almost never less often than not about half the time more often than not almost always

1. Team members are willing to learn more than one job.

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5

2. Members are willing to share their skills and knowledge with each other.

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4

5

3. Members want to become involved in work decisions in their area.

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5

4. Members are willing to pitch in and help each other out when necessary.

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5. Members are willing to assume accountability for the quality of work in their area.

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6. Members are willing to learn and take on increased management and administrative tasks.

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7. Members are able to trust each other.

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Reproduced from 50 Activities for Self-Directed Teams by Glenn M. Parker and

Richard P. Kropp, Jr., Human Resource Development Press, Inc. 1994

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Medium 9781626569027

Chapter 20 Keep Your Networks Active

Booher, Dianna Berrett-Koehler Publishers ePub

KEITH FERRAZZI, AUTHOR AND CONSULTANT

Chances are you’ve returned from a party, networking event, trade show, or conference with a handful of business cards, spread them across your desk, and asked yourself, “Now who was this person? And why do I care?”

You don’t want to fall in that category for someone else. Your challenge: Stand out from the crowd so others recall your conversation and remember you as a strategic connection from the get-go so that when you need to call on them with a question, they know who you are. How difficult is that?

You might want to test your own recall. Consider the last three networking opportunities you’ve attended as you answer the following questions. By networking opportunities, I’m referring to events that you chose to attend for the express purpose of intermingling with likeminded professionals—whether to discuss a topic, celebrate an event, learn something new, hear a speaker, or present your own product or service. The event might have been a trade show, an industry conference, a civic meeting, or a holiday party.

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Medium 9781567262759

Chapter 11 - Governance and Project Portfolio Development: Steering the Ship

Weinstein, Jonathan Berrett-Koehler Publishers ePub

You’ve got to think about the big things, so that all the small things go in the right directions.

—ALVIN TOFFLER, FUTURIST, AUTHOR

With a billion dollar budget, the Nuclear Regulatory Commission (NRC) is a relatively small federal agency, but one with a highly critical mission. As the regulating agency for civilian nuclear activity in the United States, NRC oversees more than 350 nuclear power plants, as well as thousands of medical and commercial facilities that use nuclear materials. NRC protects people and the environment by ensuring a safe and viable commercial nuclear sector. To deliver on its mission, NRC relies on a sturdy backbone of information technology. A limited budget and IT department resources demand that NRC leadership make smart decisions at all phases of the project lifecycle. They have neither the budget for expensive mistakes nor a tolerance for lapses in service. What helps keep NRC’s regulatory infrastructure on target is a robust set of project management processes.

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Medium 9781576750698

61. Manage the Performance Management Process

Dinnocenzo, Debra Berrett-Koehler Publishers PDF

124

101 Tips for Telecommuters

depends on your systems; use your computer-based calendar, your paper tickler file, a giant deskpad calendar, or a wall calendar that tracks work in progress. However you choose to track and follow-up is fine, as long as it works and you use it faithfully. It’s also imperative that you be relentless about follow-up, or word will get out that your assignments really don’t need to be completed on time since you’re not likely to remember anyway. This is deadly to your effectiveness

(not to mention your credibility), and makes delegation a veritable waste of time.

Review your project tracking method to ensure that it’s an airtight way to avoid drowning in a sea of delegated tasks. Streamline your follow-up reminders by creating simple formats in which you easily can insert the project name and report due. Get in the habit of checking each day, as part of your daily planning, for any reports or updates due and fire off a reminder before the close of business that day.

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Medium 9781609949112

Chapter Eight: A Few Words about Big Issues

Pastin, Mark Berrett-Koehler Publishers ePub

“An issue is as big as the lie you can tell about it.”

—unattributed

SITUATION #10 Easy Conscience

A terminal patient is in great pain but, with the concurrence of his family, refuses, for religious reasons, to allow the plug (on further therapeutic treatment) to be pulled. However, the patient requests that everything be done to reduce the pain to the maximum possible extent. The patient’s physicians explain that the pain can be reduced and almost eliminated, but at the expense of the patient’s consciousness and, imminently, his life. The patient and the patient’s family find this consequence acceptable. The physicians, however, wonder if they are participating in an assisted suicide.

If you were called into this situation, what advice would you give to the physician in charge and the family members? Would your advice depend on your general views concerning euthanasia? Compare your advice to the advice actually given in this case at the end of the chapter.

You may wonder if we are ever going to tackle the “big issues” in ethics. These issues include abortion, environmental concerns, the ethics of war, euthanasia, international bribery, and genetic engineering, among others. While our focus is on the day-to-day decisions we make in our work and private lives, shouldn’t ethics tools work on the larger issues of ethical concern, too? Shouldn’t we seek to make an ethical difference on the larger stage, as well?

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Medium 9781626562202

Chapter 3 “Dependency Is Not Empowering”

Ashe, Jeffrey Berrett-Koehler Publishers ePub

It was the year 2000, and I was attending a microfinance conference at Brandeis University. After I gave my talk about a program in Burkina Faso that I had just evaluated, Marcia Odell, at the time the director of Pact’s Women’s Empowerment Program (WEP) in Nepal, walked up to the podium, and with a voice filled with passion told of a dramatically different approach to financial services for the poor. Pact’s WEP initiative made it possible for small groups of village women to pool regular savings into a usefully large fund they managed themselves. They could borrow from that growing fund as they needed. A better way to save and borrow was being delivered in a simple, low-cost, replicable, and (as I was to learn later) self-replicating package. Marcia’s talk was the beginning of my journey of transformation from microcredit to microsavings, and I never looked back.

I felt compelled to evaluate Marcia’s program to better understand its approach and impact. One hundred and thirty thousand women saving and borrowing in a year—how was this possible? I pulled all the networking strings I could, and with support from Pact, USAID,1 and Freedom from Hunger, I finally secured the funding I needed. I had been a consultant to Freedom from Hunger for years, and they, like me, were interested in savings. Lisa Parrott, Freedom from Hunger’s technical advisor in microfinance, also joined me in conducting an evaluation of WEP’s savings group model in Nepal. Lisa and I visited Nepal three times, devoting a year of our lives to learning about and critically understanding savings groups. I had found my calling.

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Medium 9781780641850

2 The Digital Tourism Landscape

Benckendorff, P.J.; Sheldon, P.J. CAB International PDF

chapter 2

The Digital Tourism

Landscape

Learning Objectives

After studying this chapter you should be able to:

analyze the drivers of innovation and technological change in the digital landscape;

● explain and evaluate the components of information technology in tourism using a digital tourism ecosystem perspective;

● apply concepts of tourist behavior to explain how digital travelers use and respond to information technologies in tourism settings;

● evaluate the factors that determine whether travelers will use a particular technology;

● explain the role of information technology in tourists’ decision-making processes; and

● compare and contrast traditional and electronic tourism distribution systems.

Introduction

The first chapter provided a foundation for understanding the evolution and links

22

between tourism and information technology

(IT) and presented a framework based on the tourism experience. Much of the literature and research on tourism and technologies focuses on business applications and strategic uses of IT (Pearce, 2011). However, the purpose of this chapter is to examine the digital landscape from four disciplinary perspectives to provide a foundation for our discussions in later chapters. We start by adopting an ecological perspective to analyze the role of various entities and technologies by introducing the digital tourism ecosystem.

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