mind, what happens to the team? 3. Team players who exhibit adaptability have certain characteristics: - explain -Teachable -Have emotional security -Have creativity -Service minded (put the team first) Quote 2: “Blessed are the flexible, for they shall not be bent out of shape” Michael McGriff 1. What does this mean? 2. Why is it important to be flexible? 3. How can being flexible help our chances of being successful as a team? Quote 3: “Doing nothing for others is the undoing of one’s self”
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INTRODUCTION Becoming a diverse organization makes good business sense for both for profit and not for profit companies. Creating a diverse workforce provides tremendous opportunities for organizations and individuals to tap into the ideas, creativity and potential contributions inherent in a diverse work force. The composition of America’s workforce is changing. According to the census Bureau, nonwhite will represent more than one-third of the U. S. population by the year 2010 and
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Quality of communication Four Functions of Organizational Culture: Establish who the company is and what it stands for, to drive energy around that is really important to promote social system stability and to shape behavior by helping members make sense of their surroundings. Understanding Organizational Culture: Sustainability and Values: - Sustainability is not just about conserving resources for future generations; there are many elements to sustainability which are laden in values where
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Managerial communication does not restrict itself to corporate presentations, meetings, conferences, and media relations, official correspondences like business letters, memos, proposals and reports. This is quite obvious from the fact that today we have “ hi-tech” communication like intranet, internet, teleconferencing, video-conferencing, net meeting, etc. as part and parcel of our professional communicative life. But, communication is not always formal. In fact, informal communication is far more
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Contents 1: Understand the background to organizational strategic change ............................................................. 1 1.1: Discuss models of strategic change ................................................................................................... 1 Kurt Lewin’s 3 phases Change Theory .................................................................................................. 1 McKinsey 7-S Model..............................................................
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Students should be encouraged to listen carefully and politely to what their classmates contribute, to tell the speakers or the teacher when they cannot hear others clearly and to think of different suggestions or responses to share. What is its purpose? * to focus students' attention on a particular topic * to generate a quantity of ideas * to teach acceptance and respect for individual differences * to encourage learners to take risks in sharing their ideas and opinions
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INTRODUCTION James Oranth, the vice – president of Nupath Foods Inc. was very much satisfied with the latest sales figures of the company. He was pleased with the successful marketing campaign of the sagging sales of Prowess cat food as the Sales volume of the product has increased by 20 percent in the past quarter compared with the previous year. The market share was up as well. The improved sales of Prowess were credited to Denise Washington who was the brand manager for cat food at Nupath. She
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Praise for Getting Things Done "The Season's Best Reads for Work-Life Advice .. . my favorite on organizing your life: Getting Things Done . . . offers help building the new mental skills needed in an age of multitasking and overload." —Sue Shellenbarger, The Wall Street Journal "I recently attended David's seminar on getting organized, and after seeing him in action I have hope . .. David Allen's seminar was an eye-opener." —Stewart Alsop, Fortune "Allen drops down from high-level philosophizing
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abrasive, intimidating leaders of major corporations—Disney’s Michael Eisner, Miramax’s Harvey Weinstein, and Hewlett-Packard’s Carly Fiorina—fell from their heights of power. Picking up on what seemed to be a new trend in the workplace, the business media quickly proclaimed that the reign of such leaders was over. From now on, the Wall Street Journal predicted, “tough guys will finish last.” But wait a minute, you might think. If they’re just plain bad for their organizations, why have so many of these
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puzzling. An employee has the skills and smarts to make a change with ease, has shown a deep commitment to the company, genuinely supports the change-and yet, inexplicably, does nothing. What's going on? As organizational psychologists, we have seen this dynamic literally hundreds of times, and our research and analysis have recently led us to a surprising yet deceptively simple conclusion. Resistance to change does not reflect opposition, nor is it merely a result of inertia. Instead, even as they hold
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