Results for: “Business & Economics”
|Deepak Malhotra||Berrett-Koehler Publishers||ePub|
Max had finished his tale. The look on his face suggested that he was content. He wanted nothing from Zed. He was not seeking approval. He was not looking for a specific reaction.
“Thank you for sharing your story with me,” said Zed. “Yours is truly a remarkable journey. You are a mouse like no other.”
It was now dark.
“Let’s talk more tomorrow,” Zed suggested. “It is getting late. Will you meet me here in the morning?”
“Yes,” said Max.
Max expected Zed to get up and walk past him down the passage. Instead, Zed turned toward the corner and began to walk straight toward the wall. Max looked at him, confused. This was a dead end. Was Zed planning on staying here, in the corner, for the night? Had he become disoriented?
Zed kept walking.
It was perhaps a moment before Zed walked headfirst into the wall that Max opened his mouth to shout a warning: “Stop!”
And then he saw it happen.
Before his very eyes, Max saw Zed walk through the wall. He walked through it as if the wall were not even there … as if the wall were made of nothing but air … as if the wall simply did not matter. And he was gone. Max stood there, staring blankly at the wall.See All Chapters
|Frank Lekanne Deprez||Berrett-Koehler Publishers||ePub|
TWO FRIENDS MEET FOR A DRINK. As they leave the bar, one of them realizes he has no cash on him. His friend gives him $10 for his cab fare home. So now that friend has $10 less while the other has $10 more. During their evening together, the two shared a lot of thoughts. One friend told the other about an idea of his, and the other did the same. Now both friends are one idea richer, but neither is an idea poorer.
Sharing knowledge enriches people, and it also enriches companies. It is a situation in which one plus one is always infinitely more than two. So companies must allow ideas and knowledge to move freely, for then this knowledge can multiply and add value.
But many managers still believe that knowledge withheld is power. So companies in which knowledge is shared freely must prove that they have the advantage over those that hoard or hide it. Furthermore, they must understand when to share and when not to share knowledge.
Sharing knowledge is a critical business success factor because it raises the level of quality thinking. But in any organizational setting—whether off-site or on-site, off-line or on-line, physical or virtual—the longer knowledge has been around, the less valuable it usually is. The so-called decay factor makes knowledge stale, out of date, obsolete, superseded, or even incorrect.1 Every individual’s knowledge is strongly challenged by the decay factor. The sell-by date of certain professional knowledge (about stocks, information technology, people) is extremely short. That’s why a brain-connecting approach that focuses on freely communicating valuable knowledge can inspire and persuade people to share their views and their knowledge.See All Chapters
|Tony Baxendale||Chartridge Books Oxford||ePub|
Operational Monitoring and Control
Project Progress Control
A project is dynamic and must respond to changing conditions if it is to be completed successfully. There is a continual need for reassessment and reappraisal of the project plan. Factors affecting an existing plan will include:
Changes in the technical specification.
Changes in the required dates.
Changes in relative priorities.
Revision of activity duration estimates.
Reassessment of resource requirements for individual activities.
Changes in resource availabilities.
Inaccuracies in planned sequences.
Failure of deliveries.
Unexpected weather conditions.
It is therefore necessary to have a monitoring system which generates feedback that enables corrective action to be taken. There are usually some deviations that do not allow the project to proceed in accordance with the plan. It is therefore necessary to review operations periodically and to update or replan when a change is revealed. Close or detailed control of resources is not always considered. Close control is where resources are fully considered during the initial stages of the project and the timing of every activity is fixed, so as to obtain optimum use of resources. Flexible or overall control is often exercised during the initial scheduling of the project. Flexible control only considers resources to avoid peaks in key resources or those resources that are in limited supply. The frequency of review will depend on the overall duration of the project and the timescale on which the activities are measured. In general a weekly programme should be reviewed weekly and a daily programme daily.See All Chapters
|Wendy Enelow||JIST Publishing||ePub|
• Technology Project Managers
• IT Project Managers
• Systems Analysts
• Telecommunications Managers
• Technology Leaders
• Project Management Executives
• Technology Consultants
RESUME 74: BY SUSAN GUARNERI, MS, NCC, NCCC, MCC, LPC, MPBS, CPBS, CPRW, CEIP
With most of his professional experience at one company, this individual was able to construct a concise, one-page resume that effectively highlights his project accomplishments.
RESUME 75: BY MARJORIE SUSSMAN, MRW, ACRW, CPRW
The Overview section explains the chronology of the company, which has gone through multiple ownership changes. Headings break up a lengthy list of accomplishments and help readers move quickly through the resume.
RESUME 75, CONTINUED
RESUME 76: BY MARY SCHUMACHER, ACRW, CPRW, CEIP, CPCC
Strong and specific accomplishment statements provide credible evidence of this project manager’s skills and expertise. Notice the branding statement just below the headline.
RESUME 76, CONTINUED
RESUME 77: BY LOUISE KURSMARK
Each job description leads off with a bold phrase or sentence summarizing the most notable achievement in that role. Key accomplishments are also highlighted in brief bullet points as part of the summary.See All Chapters
|Wendy Denham||HRD Press, Inc.|
An Appraisal Interview
This activity centers on a role play and participant feedback to give participants practice providing critical feedback. In groups of three, participants have the opportunity to practice conducting an appraisal interview using a prepared scenario. The interview focuses on dealing with an employee who is performing just below the company requirements.
Within every group, there is an opportunity for each participant to be the interviewer, interviewee, and the observer. The observer leads the discussion after the interview and gives feedback to the interviewer.
This is an ideal exercise to follow Activity 5: The BOFF Principle.
Alternatively, it can be used as an activity to provide more practical experience to those who have difficulty dealing with poorly performing employees. The skills needed to give critical feedback are not just confined to appraisal interviews, and therefore the activity could be used for all line managers who need to use the skills in everyday work situations.See All Chapters