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into the future.
GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY Take a little time to manage your emotions and look at the situation objectively. As you do this, consider the unthinkable: Maybe, your team member was right to “challenge your authority.”. Just maybe, your team member’s observations about your implementation approach were correct. If so, take some time to evaluate the best strategy to 15 INFLUENTIAL EVENTS THAT SHAPED BABY BOOMERS One can understand the restless nature of Baby Boomers when we look back at some of the influential events that shaped them as they were growing up. Here’s a list of 15 of those events: 1954 – Army-McCarthy hearings begin. 1955 – Rosa Parks refuses to move to the back of the bus. 1957 – First nuclear power plant. 1960 –Kennedy
WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. These are intrinsic and extrinsic resources such as perks, compensation, desirable work assignments, promotions, etc. 2. LEADING CHANGE (STEP 5): EMPOWER BROAD BASED ACTION Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. LEADING CHANGE (STEP 4) Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. Leading Change (Step 7) – Consolidate Gains and Implement More Change. Leading Change (Step 8) LEADING CHANGE (STEP 2) Leading Change in the Workplace Article Series. Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. FIVE STRATEGIES FOR MANAGING THE FEAR OF CHANGE Five proven strategies that leaders can use for managing the fear of change are the following: Sell the desirable future. Employees must see the value of a change before they will accept it. Identify the positive benefits of the change that is needed and explain why the desirable future is better than the current reality. LEADING CHANGE (STEP 6) Though many major change efforts stall because of organizational discouragement with the slow pace of change, this result is not inevitable. Through thoughtful implementation of step six of John Kotter’s, Leading Change Model, you and your guiding coalition have a tool to sustain organizational commitment for the change vision. By implementing short-term wins that are clearly successful LEADING CHANGE (STEP 3) The change vision and strategy give the organization a picture of what the future looks like after the change is implemented. It tells organizational stakeholders why they should let go of the past, sacrifice and work hard in the present, and follow senior leadershipinto the future.
GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY Take a little time to manage your emotions and look at the situation objectively. As you do this, consider the unthinkable: Maybe, your team member was right to “challenge your authority.”. Just maybe, your team member’s observations about your implementation approach were correct. If so, take some time to evaluate the best strategy to 15 INFLUENTIAL EVENTS THAT SHAPED BABY BOOMERS One can understand the restless nature of Baby Boomers when we look back at some of the influential events that shaped them as they were growing up. Here’s a list of 15 of those events: 1954 – Army-McCarthy hearings begin. 1955 – Rosa Parks refuses to move to the back of the bus. 1957 – First nuclear power plant. 1960 –Kennedy
LEADING CHANGE (STEP 5): EMPOWER BROAD BASED ACTION Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. LEADING CHANGE: CREATING A SENSE OF URGENCY (STEP 1) Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower BroadBased Action.
LEADING CHANGE (STEP 6) Though many major change efforts stall because of organizational discouragement with the slow pace of change, this result is not inevitable. Through thoughtful implementation of step six of John Kotter’s, Leading Change Model, you and your guiding coalition have a tool to sustain organizational commitment for the change vision. By implementing short-term wins that are clearly successful LEADING CHANGE (STEP 8) One of the biggest temptations in leading a change effort is for senior leadership to eliminate or minimize step eight. This often occurs because, frankly, everyone is worn out from the complexity and effort spent in implementing the prior seven steps.WHAT IS MOTIVATION?
Something within a person (as need, idea, . . . or emotion) that incites him to act. Motivation then is a strong desire to act — to achieve something that has valence for us (something we want). As Psychology Today states, motivation is literally the desire to dothings. It
LEADING CHANGE (STEP 3) The change vision and strategy give the organization a picture of what the future looks like after the change is implemented. It tells organizational stakeholders why they should let go of the past, sacrifice and work hard in the present, and follow senior leadershipinto the future.
KOTTER’S EIGHT STEP LEADING CHANGE MODEL Back to Top. Leading Change: Introduction. Since the publication of his highly regarded book, Leading Change, Harvard Professor John Kotter has been widely accepted as a recognized global expert on change leadership. Understanding his eight step leading change model is a requirement for any leader who is serious about implementing change successfully. MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES A “how-to discussion” on each of the 7 steps of this coaching model follows: 1. Create A Positive Tone For The Coaching Meeting. For a coaching session to be successful, it must begin positively. Several activities are important for this step. First, creating a GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. WHAT IS A SKILLS INVENTORY? One tool that managers can use to assess the current capacity of the organization’s human resources is a skills inventory. The skills inventory will provide a snapshot in time of where the organization is currently at in its capacity. (It’s similar to being in a large mall and finding the store map that shows you where you are at relative WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. These are intrinsic and extrinsic resources such as perks, compensation, desirable work assignments, promotions, etc. 2. LEADING CHANGE (STEP 2) Leading Change in the Workplace Article Series. Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. LEADING CHANGE (STEP 8) LEADING CHANGE (STEP 4) Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. Leading Change (Step 7) – Consolidate Gains and Implement More Change. Leading Change (Step 8) ARE YOU READY TO LEARN AND ADAPT? The ability to adapt effectively to the continuous change of our time is a requirement for effective management and leadership in this new millennium. To effectively lead others, one skill that managers need is learning agility. Learning agility is the ability to maximize learning from our experiences–the good, the bad and the ugly. FIVE STRATEGIES FOR MANAGING THE FEAR OF CHANGE Five proven strategies that leaders can use for managing the fear of change are the following: Sell the desirable future. Employees must see the value of a change before they will accept it. Identify the positive benefits of the change that is needed and explain why the desirable future is better than the current reality. LEADING CHANGE (STEP 6) Though many major change efforts stall because of organizational discouragement with the slow pace of change, this result is not inevitable. Through thoughtful implementation of step six of John Kotter’s, Leading Change Model, you and your guiding coalition have a tool to sustain organizational commitment for the change vision. By implementing short-term wins that are clearly successful MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES A “how-to discussion” on each of the 7 steps of this coaching model follows: 1. Create A Positive Tone For The Coaching Meeting. For a coaching session to be successful, it must begin positively. Several activities are important for this step. First, creating a GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. HOW MUCH DOES GOOD LEADERSHIP AFFECT THE BOTTOM-LINE? Three findings from this study on the impact of good leadership on an organization’s bottom line are the following: The difference in the impact of a top performing leader and an average performing leader is 50%. In the area of key metrics like financial performance, organizations with the highest quality leaders were 13 times morelikely to
WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. These are intrinsic and extrinsic resources such as perks, compensation, desirable work assignments, promotions, etc. 2. LEADING CHANGE (STEP 2) Leading Change in the Workplace Article Series. Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. LEADING CHANGE (STEP 8) LEADING CHANGE (STEP 4) Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. Leading Change (Step 7) – Consolidate Gains and Implement More Change. Leading Change (Step 8) ARE YOU READY TO LEARN AND ADAPT? The ability to adapt effectively to the continuous change of our time is a requirement for effective management and leadership in this new millennium. To effectively lead others, one skill that managers need is learning agility. Learning agility is the ability to maximize learning from our experiences–the good, the bad and the ugly. FIVE STRATEGIES FOR MANAGING THE FEAR OF CHANGE Five proven strategies that leaders can use for managing the fear of change are the following: Sell the desirable future. Employees must see the value of a change before they will accept it. Identify the positive benefits of the change that is needed and explain why the desirable future is better than the current reality. LEADING CHANGE (STEP 6) Though many major change efforts stall because of organizational discouragement with the slow pace of change, this result is not inevitable. Through thoughtful implementation of step six of John Kotter’s, Leading Change Model, you and your guiding coalition have a tool to sustain organizational commitment for the change vision. By implementing short-term wins that are clearly successful MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES A “how-to discussion” on each of the 7 steps of this coaching model follows: 1. Create A Positive Tone For The Coaching Meeting. For a coaching session to be successful, it must begin positively. Several activities are important for this step. First, creating a GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. HOW MUCH DOES GOOD LEADERSHIP AFFECT THE BOTTOM-LINE? Three findings from this study on the impact of good leadership on an organization’s bottom line are the following: The difference in the impact of a top performing leader and an average performing leader is 50%. In the area of key metrics like financial performance, organizations with the highest quality leaders were 13 times morelikely to
LEADING CHANGE (STEP 4) Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. Leading Change (Step 7) – Consolidate Gains and Implement More Change. Leading Change (Step 8) LEADING CHANGE (STEP 8) One of the biggest temptations in leading a change effort is for senior leadership to eliminate or minimize step eight. This often occurs because, frankly, everyone is worn out from the complexity and effort spent in implementing the prior seven steps. LEADING CHANGE (STEP 5): EMPOWER BROAD BASED ACTION Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins. LEADING CHANGE: CREATING A SENSE OF URGENCY (STEP 1) Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower BroadBased Action.
ARE YOU READY TO LEARN AND ADAPT? The ability to adapt effectively to the continuous change of our time is a requirement for effective management and leadership in this new millennium. To effectively lead others, one skill that managers need is learning agility. Learning agility is the ability to maximize learning from our experiences–the good, the bad and the ugly. LEADING CHANGE (STEP 3) The change vision and strategy give the organization a picture of what the future looks like after the change is implemented. It tells organizational stakeholders why they should let go of the past, sacrifice and work hard in the present, and follow senior leadershipinto the future.
15 INFLUENTIAL EVENTS THAT SHAPED BABY BOOMERS One can understand the restless nature of Baby Boomers when we look back at some of the influential events that shaped them as they were growing up. Here’s a list of 15 of those events: 1954 – Army-McCarthy hearings begin. 1955 – Rosa Parks refuses to move to the back of the bus. 1957 – First nuclear power plant. 1960 –Kennedy
WHAT IS A SKILLS INVENTORY? One tool that managers can use to assess the current capacity of the organization’s human resources is a skills inventory. The skills inventory will provide a snapshot in time of where the organization is currently at in its capacity. (It’s similar to being in a large mall and finding the store map that shows you where you are at relative THE EXTRAORDINARY LESSON ON SERVANT LEADERSHIP THAT IS Servant leadership is a term developed by Robert Greenleaf in the early 1970s. The main principle of servant leadership is that leaders are attentive to the concerns of their followers and empathize with them, including those with little power in a system. Servant leaders make others better by their presence. 1. TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY Take a little time to manage your emotions and look at the situation objectively. As you do this, consider the unthinkable: Maybe, your team member was right to “challenge your authority.”. Just maybe, your team member’s observations about your implementation approach were correct. If so, take some time to evaluate the best strategy to MANAGEMENT IS A JOURNEY Management is a Journey is a leadership blog helping managers, entrepreneurs, and business owners with the people side of thebusiness.
LEADING CHANGE (STEP 2) Leading Change in the Workplace Article Series. Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. These are intrinsic and extrinsic resources such as perks, compensation, desirable work assignments, promotions, etc. 2. KOTTER’S EIGHT STEP LEADING CHANGE MODEL Back to Top. Leading Change: Introduction. Since the publication of his highly regarded book, Leading Change, Harvard Professor John Kotter has been widely accepted as a recognized global expert on change leadership. Understanding his eight step leading change model is a requirement for any leader who is serious about implementing change successfully. GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. FIVE WAYS EMPLOYEES BOTH GET MAD AND GET EVEN Employees who work closest to the customer and to the products and services that the company offers have the best information. Employees often get mad and get even by simply withholding information that a manager needs to make better decisions. For example, an employee who typically has her ideas about how to improve operations stolen and MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES A “how-to discussion” on each of the 7 steps of this coaching model follows: 1. Create A Positive Tone For The Coaching Meeting. For a coaching session to be successful, it must begin positively. Several activities are important for this step. First, creating a ORGANIZATIONAL CHANGE: 8 REASONS WHY PEOPLE RESIST CHANGE Organizational stakeholders will resist change to protect the interests of a group. You might see this among some of your team members who feel compelled to resist your change to protect their co-workers. If you’re a senior executive or middle manager, your managers who report to you may will resist your change effort toprotect their work
TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY Take a little time to manage your emotions and look at the situation objectively. As you do this, consider the unthinkable: Maybe, your team member was right to “challenge your authority.”. Just maybe, your team member’s observations about your implementation approach were correct. If so, take some time to evaluate the best strategy toEQUITY THEORY
MANAGEMENT IS A JOURNEY Management is a Journey is a leadership blog helping managers, entrepreneurs, and business owners with the people side of thebusiness.
LEADING CHANGE (STEP 2) Leading Change in the Workplace Article Series. Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. These are intrinsic and extrinsic resources such as perks, compensation, desirable work assignments, promotions, etc. 2. KOTTER’S EIGHT STEP LEADING CHANGE MODEL Back to Top. Leading Change: Introduction. Since the publication of his highly regarded book, Leading Change, Harvard Professor John Kotter has been widely accepted as a recognized global expert on change leadership. Understanding his eight step leading change model is a requirement for any leader who is serious about implementing change successfully. GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? As a result, global events have actively shaped this generation’s view of the world. Gen Z has grown up in a time of turbulence and instability mixed with hope for a better future. Disruption and change have been the norm. 15 influential events that shaped Gen Z are the following: Terrorism and War. Social Networking. FIVE WAYS EMPLOYEES BOTH GET MAD AND GET EVEN Employees who work closest to the customer and to the products and services that the company offers have the best information. Employees often get mad and get even by simply withholding information that a manager needs to make better decisions. For example, an employee who typically has her ideas about how to improve operations stolen and MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES A “how-to discussion” on each of the 7 steps of this coaching model follows: 1. Create A Positive Tone For The Coaching Meeting. For a coaching session to be successful, it must begin positively. Several activities are important for this step. First, creating a ORGANIZATIONAL CHANGE: 8 REASONS WHY PEOPLE RESIST CHANGE Organizational stakeholders will resist change to protect the interests of a group. You might see this among some of your team members who feel compelled to resist your change to protect their co-workers. If you’re a senior executive or middle manager, your managers who report to you may will resist your change effort toprotect their work
TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY Take a little time to manage your emotions and look at the situation objectively. As you do this, consider the unthinkable: Maybe, your team member was right to “challenge your authority.”. Just maybe, your team member’s observations about your implementation approach were correct. If so, take some time to evaluate the best strategy toEQUITY THEORY
FIVE WAYS EMPLOYEES BOTH GET MAD AND GET EVEN Employees who work closest to the customer and to the products and services that the company offers have the best information. Employees often get mad and get even by simply withholding information that a manager needs to make better decisions. For example, an employee who typically has her ideas about how to improve operations stolen and LEADING CHANGE: CREATING A SENSE OF URGENCY (STEP 1) Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower BroadBased Action.
WHAT IS MOTIVATION?
Something within a person (as need, idea, . . . or emotion) that incites him to act. Motivation then is a strong desire to act — to achieve something that has valence for us (something we want). As Psychology Today states, motivation is literally the desire to dothings. It
LEADING CHANGE (STEP 8) One of the biggest temptations in leading a change effort is for senior leadership to eliminate or minimize step eight. This often occurs because, frankly, everyone is worn out from the complexity and effort spent in implementing the prior seven steps. ARE YOU READY TO LEARN AND ADAPT? The ability to adapt effectively to the continuous change of our time is a requirement for effective management and leadership in this new millennium. To effectively lead others, one skill that managers need is learning agility. Learning agility is the ability to maximize learning from our experiences–the good, the bad and the ugly. MOTIVATION – APPLYING MASLOW’S HIERARCHY OF NEEDS THEORY The psychologist Abraham Maslow developed a theory that suggests we, humans, are motivated to satisfy five basic needs. These needs are arranged in a hierarchy. Maslow suggests that we seek first to satisfy the lowest level of needs. Once this is done, we seek to satisfy each higher level of need until we have satisfied all five needs. LEADING CHANGE (STEP 5): EMPOWER BROAD BASED ACTION Leading Change (Step 1): Creating a Sense of Urgency. Leading Change (Step 2) – Create the Guiding Coalition. Leading Change (Step 3) – Develop a Change Vision and Strategy. Leading Change (Step 4) – Communicate the Change Vision. Leading Change (Step 5): Empower Broad Based Action. Leading Change (Step 6) – Generate Short-Term Wins.EQUITY THEORY
Clearly, equity theory shows why employee perceptions about fairness do matter. When employees believe that the workplace is unfair, they grow to distrust organizational leadership. When leaders choose to ignore this distrust, employee morale and motivation suffers. Organizations can sow the seeds of inequity and distrust in everyday THE UGLY TRUTH ABOUT WHY PEOPLE NATURALLY RESIST CHANGE It’s the mistaken belief that people naturally resist change. As I explained in my answer on Quora, the truth is that human beings do not naturally resist change. We accept changes to our lives all of the time, especially when we like the change that others present to us. People change when they believe it is in their best interests to doso.
WHAT IS A SKILLS INVENTORY? One tool that managers can use to assess the current capacity of the organization’s human resources is a skills inventory. The skills inventory will provide a snapshot in time of where the organization is currently at in its capacity. (It’s similar to being in a large mall and finding the store map that shows you where you are at relative MANAGEMENT IS A JOURNEY Management is a Journey is a leadership blog helping managers, entrepreneurs, and business owners with the people side of thebusiness.
WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! In their classic work, the Bases of Social Power, the social psychologists John French and Bertram Raven identified five major sources of power.(Bertram would later add a sixth.). These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. LEADING CHANGE (STEP 2) In my previous blog post on leading change, I discussed the first step of John Kotter’s eight-step leading change model. This first step requires senior leaders to create a sense of urgency in the organization to gain the cooperation of affected stakeholdersincluding
KOTTER’S EIGHT STEP LEADING CHANGE MODEL Back to Top. Leading Change: Introduction. Since the publication of his highly regarded book, Leading Change, Harvard Professor John Kotter has been widely accepted as a recognized global expert on change leadership. Understanding his eight step leading change model is a requirement for any leader who is serious about implementing change successfully. FIVE WAYS EMPLOYEES BOTH GET MAD AND GET EVEN They Leave. High voluntary turnover rates are often a sign of dissatisfied employees who have opted to speak with their feet as they leave a boss (since most people leave their boss not their job). Some exits are very dramatic: employees who quit on the spot; do not return to work; or otherwise make a high profile exit. Other exits are more quiet with employees simply moving on with their ORGANIZATIONAL CHANGE: 8 REASONS WHY PEOPLE RESIST CHANGE With the exponential growth of computer processing in this Information Age and its impact on an ever evolving global economy, change is now the normal state of business.. Despite the presence of change all around us, organizational change does not come easy, however.In fact, many organizations fail to make the changes that are necessary fortheir survival.
MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES Frustrated Managers. Management comes with many challenges that can test the most seasoned business professional. One of the most difficult and frustrating challenges for any manager, however, is working with difficult employees. TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY You’ve probably faced this situation before. You are working with your team members to implement needed change in your organization. As you conduct your weekly implementation team meeting, you can see the body language of one of your more experienced —and vocal— team members start to change.. Irritation fills his or her face as you explain the next steps for the project. GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? So, who is Generation Z? A review of Internet sources shows various start dates for Gen Z. Pew Research Center, however, considers 1997 to be their starting date with their end date undetermined as of 2019. Gen Z are primarily the children of Generation X.. Their Generation X parents raised Gen Z to be independent and able to figure things outfor themselves.
EQUITY THEORY
MANAGEMENT IS A JOURNEY Management is a Journey is a leadership blog helping managers, entrepreneurs, and business owners with the people side of thebusiness.
WHAT’S YOUR POWER IN YOUR ORGANIZATION? DON’T GIVE IT UP! In their classic work, the Bases of Social Power, the social psychologists John French and Bertram Raven identified five major sources of power.(Bertram would later add a sixth.). These six sources of power are as follows: 1. Reward Power (is the ability to reward): It involves giving organizational assets of value to others. LEADING CHANGE (STEP 2) In my previous blog post on leading change, I discussed the first step of John Kotter’s eight-step leading change model. This first step requires senior leaders to create a sense of urgency in the organization to gain the cooperation of affected stakeholdersincluding
KOTTER’S EIGHT STEP LEADING CHANGE MODEL Back to Top. Leading Change: Introduction. Since the publication of his highly regarded book, Leading Change, Harvard Professor John Kotter has been widely accepted as a recognized global expert on change leadership. Understanding his eight step leading change model is a requirement for any leader who is serious about implementing change successfully. FIVE WAYS EMPLOYEES BOTH GET MAD AND GET EVEN They Leave. High voluntary turnover rates are often a sign of dissatisfied employees who have opted to speak with their feet as they leave a boss (since most people leave their boss not their job). Some exits are very dramatic: employees who quit on the spot; do not return to work; or otherwise make a high profile exit. Other exits are more quiet with employees simply moving on with their ORGANIZATIONAL CHANGE: 8 REASONS WHY PEOPLE RESIST CHANGE With the exponential growth of computer processing in this Information Age and its impact on an ever evolving global economy, change is now the normal state of business.. Despite the presence of change all around us, organizational change does not come easy, however.In fact, many organizations fail to make the changes that are necessary fortheir survival.
MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES Frustrated Managers. Management comes with many challenges that can test the most seasoned business professional. One of the most difficult and frustrating challenges for any manager, however, is working with difficult employees. TWO REASONS WHY EMPLOYEES CHALLENGE YOUR AUTHORITY You’ve probably faced this situation before. You are working with your team members to implement needed change in your organization. As you conduct your weekly implementation team meeting, you can see the body language of one of your more experienced —and vocal— team members start to change.. Irritation fills his or her face as you explain the next steps for the project. GENERATION Z: WHO ARE THEY AND WHAT EVENTS INFLUENCED THEM? So, who is Generation Z? A review of Internet sources shows various start dates for Gen Z. Pew Research Center, however, considers 1997 to be their starting date with their end date undetermined as of 2019. Gen Z are primarily the children of Generation X.. Their Generation X parents raised Gen Z to be independent and able to figure things outfor themselves.
EQUITY THEORY
FIVE WAYS EMPLOYEES BOTH GET MAD AND GET EVEN They Leave. High voluntary turnover rates are often a sign of dissatisfied employees who have opted to speak with their feet as they leave a boss (since most people leave their boss not their job). Some exits are very dramatic: employees who quit on the spot; do not return to work; or otherwise make a high profile exit. Other exits are more quiet with employees simply moving on with their LEADING CHANGE: CREATING A SENSE OF URGENCY (STEP 1) The results of an IBM Global Study, The Enterprise of the Future, show organizations are flooded with change and many are finding it hard to keep up.. Like many organizational realities, the flood of change organizations face brings both good and bad news. MOTIVATION – APPLYING MASLOW’S HIERARCHY OF NEEDS THEORY Once these basic needs are met, the employee will want his “belongingness” (or social) needs met. The level of social interaction an employee desires will vary based on whether the employee is an introvert or extrovert.The key point is that employees desire to work in an environment where they are accepted in the organization and have some interaction with others.WHAT IS MOTIVATION?
The interesting thing about motivation is that it is largely internal. If someone wants us to be motivated to take some action, the most that they can do is influence us — appeal to us. LEADING CHANGE (STEP 8) One of the biggest temptations in leading a change effort is for senior leadership to eliminate or minimize step eight. This often occurs because, frankly, everyone is worn out from the complexity and effort spent in implementing the prior seven steps. MOTIVATION – 7 STEPS FOR COACHING DIFFICULT EMPLOYEES Frustrated Managers. Management comes with many challenges that can test the most seasoned business professional. One of the most difficult and frustrating challenges for any manager, however, is working with difficult employees. ARE YOU READY TO LEARN AND ADAPT? The ability to adapt effectively to the continuous change of our time is a requirement for effective management and leadership in this newmillennium.
EQUITY THEORY
The behavioral psychologist, John Stacey Adams, developed a useful model for explaining why employee perceptions about fairness matters. Equity Theory (Adam’s Equity Theory) explains the thought process an employee uses to determine the fairness of management decision making. WHAT IS A SKILLS INVENTORY? As these areas show, a skills inventory is a valuable tool. It does have some continuing maintenance requirements however. Managers should implement a process for regular updating of YOU CAN’T SEE THE FOREST FOR THE TREES! You can’t see the forest for the trees! It’s a widely known saying that is accepted by many as truth whether they are talking about issues in the workplace or about life in general. MANAGEMENT IS A JOURNEY® _Helping You With the People Side of the Business™_* Home
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