Results for: “Business & Economics”
|Mike Woodcock||HRD Press|
50 Activities for Team Building: Volume II
Often regular meetings follow an established format, thereby inhibiting participation and effectiveness. This activity is designed to highlight those “basics” of meetings that need improvement. The activity does not deal with interpersonal issues.
Invite regular attendees at a meeting to complete Our Meeting
Review (Handout 41.1) by allocating points, from 0 to 10, for each statement according to their satisfaction:
0 = I am completely dissatisfied
10 = I am completely satisfied
Collate the handouts and present them to the group at the meeting. Items for highlighting can include:
The area of highest dissatisfaction
The area of highest satisfaction
Total scores for each area
Total scores for each individual
Have the team discuss which areas it wishes to improve and decide how it will change to achieve a greater degree of satisfaction.
The process can be repeated to check whether new arrangements have been effective.See All Chapters
|Scott Russell Sanders||Indiana University Press||ePub|
The world is made, not of atoms,
—MURIEL RUKHEYSERSee All Chapters
|Michael Dulworth||Berrett-Koehler Publishers||ePub|
We’re all born into a network of family and friends, but sometimes we fail to see the value of these connections— or realize what they represent. We often don’t realize that these natural connections with friends, family, and community can actually form the core of our networks. In the previous chapter, I asked you to estimate the size of your network universe. If you’re like most people, you probably underestimated significantly, discounting people you know as “just a friend from school” or “just a cousin.” My hunch is that you don’t realize how connected you are. Once you’re aware, you can then learn how to improve these connections and use them to your great advantage.
In this chapter, I will present my own personal networking journey as an example of how natural networking can be—and how helpful it is in life. Throughout my life, I’ve seen the powerful effects of a strong network. From my mother’s network of friends to my father’s professional networks, I’ve seen firsthand what a positive effect networks can have on someone’s life. I’ve also benefited throughout my adult life from a strong network. My network has landed me jobs, opened the doors to clients, facilitated my growth and development, and enabled me to be 29what I am today, a successful business owner. I hope my story will provide you with a framework for analyzing and understanding your own network.See All Chapters
|Bob Hammel||Indiana University Press||ePub|
We have a good generation of leaders. When those people—Steve Ferguson, Kem Hawkins, Scott Eells, Brian Bates—when people like that start to retire, who’s going to step in for them? I’m sure it will work out, but where are they going to come from? Who are they? Are they already here? That’s what you always worry about. You know that in ten or fifteen years you’re going to have a lot of different people in those very top roles. Are they going to be as good or better than what we have now? Because you’ve got to have that.
There will be no surprises in passage of the vast Cook Inc. company on Bill Cook’s death. That was one of the things taken care of after cardiologist Larry Rink’s 1998 advisory to him to “get your affairs in order”—after Rink went to London in response to Cook’s New Year’s Eve heart attack, brought him back to Bloomington for tests, and studied the test results.
“We didn’t know much of anything then about inheritance laws,” Bill Cook said, “but, being in the financial situation we are, we worked harder and faster to get our estate in order.See All Chapters
|Owen, Harrison H.||Berrett-Koehler Publishers||ePub|
Leadership is not a matter of command and control. It is the evocation and alignment of Spirit. Spirit cannot be commanded, but it may be invited. Spirit cannot be coerced, but it may be channeled. Spirit rarely, if ever, responds to answers; rather, it responds to questions, which create the nurturant Open Space in which it may flow. Vision poses the question that creates the space into which Spirit flows and becomes powerful.
It has become popular for organizations to engage in “visioning,” the end product of which is a vision statement. The advent of visioning as a legitimate corporate practice is certainly to be applauded, for it recognizes precisely the realities we are discussing. But the equation of vision with a vision statement is at best weak, and at worst a total perversion of what vision is all about.
There is an acid test for the effectiveness of vision statements. One simply posts them on the wall and asks the group involved, Would you be willing to give your life for that? Admittedly this may sound rather extreme, but we typically spend more time “on the job” than doing anything else, with the possible exception of sleeping. If the answer is no, there is reasonable indication that the statement is only words, untouched by the power of vision.See All Chapters
|Sam Horn||Berrett-Koehler Publishers||ePub|
It has always surprised me how little attention philosophers have paid to humor, since it is a more significant process of mind than reason. Reason can only sort out perceptions, but humor can change them.
AUTHOR EDWARD DE BONO
Smart man, that Edward de Bono. Humor (ha-ha’s) not only has the power to capture people’s favorable attention, but it can produce epiphanies (aha’s) by helping them see things in new ways.
Is there any surer sign you’ve got people’s favorable attention than when they’re laughing? As comedian Joan Rivers said, “When you’re laughing at something, you remember something.”
One client told me, “I know humor is important, but I’m not funny.”
I said, “You may think you’re not funny, but everyone has funny things happen to and around them. All you have to do is start noticing things that make you laugh and hook and hinge them (with attribution) to your topic.
If you don’t take yourself too seriously, pretty soon, you find the humor in everyday life. And sometimes, it can be a lifesaver.See All Chapters
Farm Support in Ukraine and Russia under the Rules of the WTO
Independent Advisor, Chelsea, Quebec, Canada
Ukraine acceded to the WTO in 2008 and Russia acceded in 2012. As WTO members, Ukraine and Russia have binding commitments not to exceed given levels of farm support. The ceilings apply to the sum of certain types of domestic support, calculated in a particular way. This chapter reviews the policies and support measurements in the base periods for the two countries’ WTO commitment levels. Also, it examines the farm policy evolution in
Ukraine and Russia since WTO accession in terms of compatibility with their WTO domestic support commitments. It gauges the potential for using budgetary support data from OECD policy monitoring to preview the classification and measurement of support for WTO reporting. This chapter assesses the latitude the two countries will have in the future to provide farm support that is limited by WTO commitments or that is exempt from those limits.See All Chapters
|Jonamay Lambert||HRD Press, Inc.|
Selma Myers, Intercultural Development
San Diego, California, USA
and Jonamay Lambert, Lambert Associates
Hoffman Estates, Illinois, USA
• To help participants understand the meaning of holidays practiced by diverse peoples and
• To explore how these observances can affect the global workplace, as well as interper-
sonal business relations
This activity is richer when used with large groups of diverse participants. It is especially useful for people living and working in countries other than their own. It will also help business people in their own country when they are affected by local or national celebrations of other countries. It is a high-energy activity that gets people engaged quickly and in an enjoyable way.
Materials and environment
Flipchart and markers
Handout 1, “Celebrations and You,” for each participant
Handout 2, “Holidays Around the World,” for each participant
Handout 3, “Create an International Calendar of Holidays,” for each participantSee All Chapters
|Milo Sindell||Berrett-Koehler Publishers||ePub|
So you’ve completed your Hidden Strengths assessment and learned about the twenty or so skills that fall into your middle range (if you haven’t gone online to do the assessment yet, what are you waiting for?). Don’t worry—you don’t have to work on all twenty skills at the same time. In fact, we don’t recommend it. Rather, we have provided a five-step action plan for identifying and developing the Hidden Strengths that are aligned with your current professional objectives.
At the end of your Hidden Strengths report, you will find a guide to help you think through and create your personal Hidden Strengths Development Plan. You can also find an easy-to-use worksheet that summarizes the five steps in the Appendix.
1. Find your motivation.
2. Identify your goals.
3. Choose your Hidden Strengths to develop.
4. Turn your Hidden Strengths into Learned Strengths.
5. Evaluate your progress.
Before you embark upon this Hidden Strengths journey, there is one final question you need to ask yourself: Why am I doing this? Knowing your source of motivation is what will help you to commit to the behavioral changes necessary to develop your Hidden Strengths.See All Chapters
|Benckendorff, P.J.||CAB International|
The Internet and the Tourist
After studying this chapter you should be able to:
understand the historical evolution and key terms related to the Internet; explain how the Internet can be used by travelers and travel organizations and categorize different types of travel sites found on the Internet; explain the online information search pro cess and analyze the factors that influence search rankings and online search behav ior; and apply an understanding of communications, marketing and user experience design to the development of successful tourism websites.
The Internet has featured prominently as a key technological innovation in the previous two chapters. Its rapid growth over the last two decades has changed the structure of the
tourism industry and has altered strategic and operational practices. The Internet’s ability to provide low cost global communications has had a fundamental and far-reaching impact on the way travel experiences and destinations are marketed, distributed and delivered. TheSee All Chapters
|Susan Albers Mohrman||Berrett-Koehler Publishers||ePub|
SUSAN ALBERS MOHRMAN
IN THIS BOOK We revisit the key learnings from Lawler and others’ 1985 book, Doing Research That Is Useful to Theory and Practice, and chronicle what has been learned since then about how to conduct research that helps organizations be more effective and advances theoretical understanding. Our intent was not to assess whether useful research has become the standard; indeed, we know that it has not. Still, during the last quarter century, many scholars have conducted research that is useful to both practice and theory, and there is growing interest and knowledge about how to do useful research. There is also a growing concern about why the usefulness of research to practice is not a more salient purpose nor an outcome that is frequently pursued in today’s academic institutions. We feel this book makes an important “twenty-five years later” contribution because it establishes what is known about how to do useful research and provides an important guide to scholars who want to do it.See All Chapters
|Si Kahn||Berrett-Koehler Publishers||ePub|
IN THE DAYS OF legal segregation, southern counties and cities had two school systems: one for whites, one for “Negroes.” Robeson County, North Carolina, even had three systems: one for blacks, one for whites, and one for Native Americans. This, too, is a history that is repeating itself as we lose control of a democratic government that must be responsive to all of us.2 128
While there were always some private schools in the South, mostly for the white upper class, during the segregation era the majority of white parents sent their children to the public schools. So those white parents had what they firmly believed to be a self-interest in making sure that the white public schools were as good as possible. That included paying reasonable property taxes to support the public school system.
African-American parents were in a different position. They also paid taxes, of course. But they were—often violently, always relentlessly—kept from having any political say in how those taxes were spent. The schools their children went to didn’t get nearly the public resources that the white schools did. The buildings weren’t built as well to begin with, and with little publicly funded upkeep provided, quickly became run-down. Black schools often lacked gyms and auditoriums. Classroom equipment and supplies were inadequate at best. Textbooks were often worn-out, outdated hand-me-downs from the white schools.See All Chapters
|Peggy Holman||Berrett-Koehler Publishers|
15 dick axelrod and emily axelrod
The Conference Model
The world is moved along, not only by the mighty shoves of its heroes, but also by the aggregate of the tiny pushes of each honest worker.
Redesigning Three Divisions of a Major U.S.Bank
A major U.S. bank involved employees, customers, and suppliers to redesign three divisions. In each case, hundreds of people participated in a series of two-day conferences where they identiﬁed their dreams for the future, examined customer relationships, identiﬁed how to improve critical organizational disconnects, and designed new organizational processes and structures.
The results: The Human Resources Division provided better service to its internal customers, the Mortgage Lending Division reduced costs by 25 percent and was named the corporation’s Service Center of the Year, and the Home Equity Division saved millions of dollars. The organization went on to use what they learned from their Conference Model® experiences to engage employees in subsequent mergers and acquisitions.See All Chapters
|Glenn Parker||HRD Press, Inc.|
To experience a team planning process.
To design and implement a team project.
To learn to give and receive team feedback.
To learn factors that help and hinder team decision making.
A minimum of 15 people. The activity is especially useful in a team training workshop but it can be used with an intact team.
2 to 3 hours depending on group size and the number of teams in the workshop.
Round or rectangular tables with chairs spread out around the room. It is important that the teams be unable to hear each other during the session. If necessary, break-out rooms can be used.
Team Reaction Form, Observer Guidelines, easel, flipchart and markers.
Form teams of six to seven. Ask for two volunteers from each team to be observers. Explain the role of observers.
Brief the observers privately using the Observer Guidelines.
While you are meeting with the observers, you may ask the teams to develop a set of norms for team effectiveness that they will use during the exercise. See Activity 32, The Team of Your Life.See All Chapters
|Stephen J. Gill||HRD Press|
Strategies for Small-Group Learning
Learning at the small-group level can be enhanced if specific strategies are used. (A selection of these strategies follows.) To have maximum effect, each of these strategies must be tailored to the needs of a particular group; the group members should work together to agree on goals and performance outcomes for each activity. Ask yourself: “What should the group get out of this experience, and how should this learning be applied on the job?” Orienting group members to the same goal is critical to achieving organizational learning.
Shared Vision A shared vision is the backdrop for learning and change. When employees know where they are trying to get to, they can identify what they need to learn in order to get there. To create a shared vision, you must achieve consensus on the direction of the group and on the desired results; everyone on the team must have the same goals for the future, and be guided by the same underlying principles. Managing by shared vision is much more productive than managing by coercion. See All Chapters