Có 40+ tài liệu thuộc chủ đề "leadership"
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Participant Information Name:Current Position: Service Line:Hire Date: Learning Contract Date:Participant Initials:Leadership Steward Initials: Career Advancement Targets What do I want to achieve? What obstacles stand in the way? What am I doing now to get what I want? (focus on continuing what is working and ceasing what isn’t) Is my behavior helping? (Why/why not? What behaviors need changing?). Exhibit 5.6.Learning...
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FCG delivers strategic information technology solutions to clients in the health care industry. Joining the firm in 1996, she was the architect of the human resources organization, structuring and staffing the function and designing and imple- menting many of the organization’s HR initiatives. She served as a member of the firm’s Operating Committee and the Leadership Development Committee, along with...
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Surveys need to closely align with the overall construct of the program. This is a great end to the experiential part of the day because the participants learn that they all have similar issues that they are working on and that they can get very practical suggestions from each other for how they can improve. There is an added benefit,...
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180 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE. The program’s most successful key features of on-the-job support, continuous evaluation, coaching, business mapping, and rapid decision making enabled the program to show value of fifteen times its. cost, as well as contribute to the success of the merger with Compaq.. ON-THE-JOB SUPPORT 186. Immediate Post-Program Evaluations 187. Thematic Analysis of...
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The median value of reported events (rather than the average) was used in the analysis to avoid undue influence of a small number of very high-value instances. The return on investment (ROI) was calculated by comparing the value generated to the full cost of delivering the program, including the per hour cost of the attendees’ time.. Key findings reported to...
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One bright spot for those who lived in the world of Six Sigma and continuous improvement was that GE had taken Larry Bossidy’s advice from the mid 1990s and imple- mented their own very successful Six Sigma program. What GE found when analyzing Honeywell’s Six Sigma program was not quite what it had expected.. It found a company with dozens...
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Black Belts, Lean Masters, Black Belts, or Lean Experts, Honeywell makes it an imperative that these individuals have the capability and desire to hold key lead- ership positions within the organization once their Six Sigma tour of duty is complete. Six Sigma Vice President Jeff Osborne puts it this way, “Many companies hire Black Belts and try to teach them...
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Participants complete a self-assessment at the end of the program. The assessment measures participants’ ability to apply the five leadership practices of Kouzes and Posner in their day-to-day work. A chart is posted with a matrix listing the five leadership practices and a six-point rating scale (1 ⫽ beginning, 6 ⫽ mastery). Participants score themselves “publicly” against the leadership practices...
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Exhibit 9.2.Leadership Action Plan Name: WOW Project Description: Challenging the ProcessEnabling Others to ActEncouraging the HeartInspiring a Shared VisionModeling the Way I will challenge the I will enable others to I will encourage others by:I will inspire and enroll I will “model” the current situation (thinkaccomplish great things by:others by:following actions/ outside the box) to behaviors to ensure create breakthroughs...
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Exhibit 10.2: Potential Opinion Leaders’ Roles in Culture Change 257. This was never more clear than in the defense industry, where the end of the cold war challenged defense contractors to win in fewer contract opportunities (for fewer dollars. The industry consolidation of the 1990s made the white water froth.“Win or die”. For a company like Lockheed Martin Tactical Aircraft...
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Others wondered whether opinion leaders were like union committeemen—people whom employ- ees could take their gripes to and who, in turn, would be expected to be their voice with management.. Senior managers pointed out that half of the opinion leaders were also managers. Coordination conflicts were worked out by the opinion leaders themselves. Our intention from the beginning was to...
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Rogers describes the challenges faced in the diffusion of any new idea, whether a new behavior or new medicine, and outlines best prac- tices from ongoing meta-research into the hundreds of available studies of change.. In The Leadership Engine: How Winning Companies Build Leaders at Every Level (New York: Harper Trade, 1997), Eli Cohen and Noel Tichy conclude that winning...
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The Wall. Subjective and objective storytelling exercises were performed and placed on the wall.. Subjective—Find your passion in the vision. Platypi shared their stories with the rest of the group, then posted them on the wall. The patterns provided the sparks of the emerging brand story.. Each morn- ing the group met in the center of the room, formed a...
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280 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE. Improvisation for the Theater. Ivy Ross is currently the senior vice president of design and development in the Girls Division of Mattel, Inc. In addition, Ross is in charge of the model shop, sound lab, chemistry lab, and sculpting functions for all Mattel products. A world-renowned artist, Ross’s innovative metal work...
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Phase Four involved senior management actually implementing many of the ideas developed by the learning groups, as well as ongoing follow- up and coaching of individual participants.. There were a number of support tools, instruments, and training materials that were developed and used throughout the program. This profile was developed as a “blueprint for success” for individuals in the RM...
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You can’t identify the exact sources of the responses, so they may be difficult to interpret.. Label the force or trend on the appropriate side of the central (neutral impact) axis.. Immediately under the label, draw an arrow whose length reflects the team's perception of the relative amount of impact that force or trend is likely to exert on the...
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Exhibit 13.7: Session Follow-up Questionnaire 328 Exhibit 13.8: Training Content: Exercises Used. This case study describes the steps that the Massachusetts Institute of Technology’s Department of Facilities is undertaking to transform into a self-perpetuating learn- ing organization. The overarching goal is to create an organization that constructs, operates, serves, and maintains physical space in ways that enhance MIT’s mis- sion...
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Members of the MIT commu- nity and MIT’s physical assets, its buildings and grounds, benefit from highly skilled facilities personnel. How does Facilities measure the value of its service in terms of the inter- nal and external customer? At the completion of every service request by Repair and Maintenance, the functional unit responsible for all of the repairs to existing...
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This exercise will help you define your personal vision: what you want to create for yourself and the world around you. Your Own Personal Vision: Steps in the Process Step 1: Knowing what you want your life to be. Summarize your mission with using one word—your word-in-the-box. that you want to strive for.. Your word-in-the-box could be service, excellence, teamwork,...
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Motorola’s CEO also articulated a five-point plan for achieving business results in which improved leadership effectiveness topped the list.. Motorola’s Performance Management Process. Motorola’s performance management process is an ongoing cycle of setting per- sonal goals that align with the business’s scorecard objectives, then observing and discussing performance issues, development plans, job match, and career plans throughout the year. The...