Diploma security and risk management
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Managed the loss , mitigation , prevention and damage to assets internal and external to Defence and advised on security updates and measures to be implemented.
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Douglas Pryor- Diploma of Secutiry & Risk Management (1)
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Douglas Pryor has completed the requirements for a Diploma of Security and Risk Management. The certification document lists the units of competency he has been assessed in, including managing quality customer service, building an innovative work environment, and establishing and maintaining an occupational health and safety system. Pryor fulfilled all requirements and was awarded the diploma on November 27, 2015.
Resume -security guard--donna griffin
Resume -security guard--donna griffinDonna Griffin
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A retired Navy Veteran and professional leader looking to transition from active duty to an exciting career working for your company. My professional career has spanned 20 years and 15 countries around the world. A seasoned leader, trainer, and commentator holding expert skills in the principles of leadership including Security and the use of oral and written communication. Experienced in the role of motivation, empowerment, and counseling in development of subordinates; and ways to manage human resources, teams and stress to create a quality organizational climate. I am extremely enthusiastic about getting out into the business world by showing supervisors my creative skills along with, the ability to learn in addition to comprehending new systems plus methods quickly by prioritizing and delegating keeping with being personable and professional in appearance and manner.
Jos辿 Pires, Senior Security Advisor, International Union of Railways (UIC)
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This document is a certificate certifying that [redacted identity number] passed the Senior Certificate examination. They passed the following subjects: English (First Language), Afrikaans (Second Language), Mathematics, Physical Science, and Biology, achieving grades between A and C. The certificate was issued by the Department of Education of the Province of the Cape of Good Hope and does not contain any alterations.Security management
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The document outlines the security management procedures at a factory, including ensuring all locks, alarms and security devices are functioning 24 hours a day, periodic patrolling of the premises, registering all visitors and vehicles, inspecting for unidentified or illegal objects, protocols for handling intruders or trespassers, and awareness training for emergencies like fires or first aid. It also provides contact information for the security company Accord Security & Allied Services Pvt Ltd that handles security at the factory.
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This document certifies that Louise Hendrika Veldthann has completed an advanced diploma in Marketing Management at the NQF Level 6, earning 48 credits. It is signed by the Head of the Centre for Business Management and the Executive Dean of the College of Economic and Management Sciences, dated September 10, 2015.
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Public Safety - making sure the public are safe and this includes First Aid Training 
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Certificate iv training and assessment Ryno Botha
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Trained and assessed staff in the workplace on operating Heavy Rigid trucks, Forklift licence, Security and management , Leadership Training, WHS, Over head cranes 20T , Presentations and all other aspects of training as reqeured by Defence Policies Certificate iv frontline management
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Managed up to 42 staff in the workplace on daily tasking, managed teams performance and task allocations , daily administration and training and assessment. Certificate iv work health and safety
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The PPT provides nutshell amount of information required for a group work process and why each phase is important with reference attached for complete understanding. Hence you would get to know with this group work process explained can be applied to any target people.Mastering Emotional Intelligence for Effective Leadership.pptx
Mastering Emotional Intelligence for Effective Leadership.pptxCareer Communications Group
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Learning objective: Provide leaders with the tools and insights needed to harness the power of EQ油
Emotional intelligence (EQ) is a vital set of skills that enables individuals to understand, manage, and utilize emotions effectively, both personally and interpersonally. For leaders, high EQ translates into superior interpersonal skills and stronger relationships, which are crucial for personal and career success. Leaders with elevated EQ are better equipped to enhance employee engagement by connecting with their team on an emotional level, understanding their needs, and motivating them effectively. They are also adept at recognizing how their own emotions influence their team, allowing them to manage their responses and interactions in ways that promote a positive workplace.油
Conflict resolution is another area where high EQ proves invaluable; emotionally intelligent leaders can navigate disputes with empathy and tact, fostering constructive resolutions and maintaining team cohesion.油
Improved communication is another significant benefit of high EQ, as it helps leaders convey their messages more clearly, listen actively, and build trust with their team members. This clarity and understanding contribute to increased productivity and creativity, as employees feel more valued and supported.油
Importantly, emotional intelligence is not a static trait, but a skill set that can be developed and refined over time. With dedication, commitment, and practice, leaders can enhance their EQ, thereby strengthening their leadership capabilities and creating a more engaged, productive, and innovative workplace.
At the end of the seminar, attendees will:
1.油油 油Discover techniques to connect with your team on an emotional level, understanding their needs, and motivating them effectively.
2.油油 油Develop skills to manage your responses and interactions in ways that foster a positive and supportive workplace.油
3.油油 油Learn how to approach disputes with empathy and tact, foster constructive resolutions and maintain team cohesion.
4.油油 油Explore ways to improve clarity and understanding within your team.
5.油油 油Discover how an emotionally intelligent leadership approach contributes to increased productivity and creativity by making employees feel valued and supported.More Related Content
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Learning objective: Provide leaders with the tools and insights needed to harness the power of EQ油
Emotional intelligence (EQ) is a vital set of skills that enables individuals to understand, manage, and utilize emotions effectively, both personally and interpersonally. For leaders, high EQ translates into superior interpersonal skills and stronger relationships, which are crucial for personal and career success. Leaders with elevated EQ are better equipped to enhance employee engagement by connecting with their team on an emotional level, understanding their needs, and motivating them effectively. They are also adept at recognizing how their own emotions influence their team, allowing them to manage their responses and interactions in ways that promote a positive workplace.油
Conflict resolution is another area where high EQ proves invaluable; emotionally intelligent leaders can navigate disputes with empathy and tact, fostering constructive resolutions and maintaining team cohesion.油
Improved communication is another significant benefit of high EQ, as it helps leaders convey their messages more clearly, listen actively, and build trust with their team members. This clarity and understanding contribute to increased productivity and creativity, as employees feel more valued and supported.油
Importantly, emotional intelligence is not a static trait, but a skill set that can be developed and refined over time. With dedication, commitment, and practice, leaders can enhance their EQ, thereby strengthening their leadership capabilities and creating a more engaged, productive, and innovative workplace.
At the end of the seminar, attendees will:
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2.油油 油Develop skills to manage your responses and interactions in ways that foster a positive and supportive workplace.油
3.油油 油Learn how to approach disputes with empathy and tact, foster constructive resolutions and maintain team cohesion.
4.油油 油Explore ways to improve clarity and understanding within your team.
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Dr. Tran Qu畛c B畉o, the CEO of Prima Saigon, stands as a transformative figure at the intersection of healthcare and finance. His strategic vision and leadership have not only advanced the medical landscape in Vietnam but also placed the country firmly on the global healthcare stage. Under his stewardship, Prima Saigon, Vietnam's premier international daycare and ambulatory hospital, has become a benchmark for medical excellence and innovation. Dr. B畉os leadership is not limited to shaping his institution but extends to driving substantial change in the healthcare industry across Asia and beyond.
As one of Vietnams foremost leaders in healthcare, Dr. B畉os career spans over two decades of impactful leadership in both healthcare administration and investment banking. His journey includes pivotal roles at highly regarded institutions such as City International Hospital, FV Hospital, TMMC Healthcare (Tam Tri Hospital Group), and Cao Tang Hospital. His international experience, notably with The Alfred Hospital in Australia, has equipped him with a broad, global perspective on healthcare management.
Dr. B畉o is widely recognized for his role in the internationalization of Vietnams healthcare sector. His leadership played a key role in transforming Cao Tang Hospital into the first Joint Commission International (JCI)-accredited hospital in Vietnam. This milestone not only marked a major achievement for the hospital but also positioned Vietnam as an emerging leader in global healthcare. The JCI accreditation solidified Cao Tang Hospitals status as a world-class institution, and this success is a testament to Dr. B畉os innovative approach to healthcare leadership.
Beyond his work in healthcare administration, Dr. B畉o is a highly regarded figure in the field of healthcare finance. He holds several prestigious financial credentials, including CFA速, CMT速, CPWA速, and FMVA速. With these qualifications, Dr. B畉o has played a pivotal role in over $2 billion in healthcare mergers and acquisitions (M&A) transactions, reshaping the healthcare investment landscape in Vietnam. His unique ability to blend financial strategy with healthcare expertise has made him a thought leader in the sector, influencing global trends and investment strategies in medical services.
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Reliability and Validity
Quantitative Methodology
Reliability and validity are important aspects of selecting a survey instrument. Reliability refers to the extent that the instrument yields the same results over multiple trials. Validity refers to how well the instrument measures what you intend it to measure. In research, there are three ways to approach validity and they include content validity, construct validity, and criterion-related validity.
Content validity evaluates how well the items on the scale represent or measure the information you intend to assess. Do the questions you ask represent all the possible questions you could ask?
Construct validity measures what the calculated scores represent and whether you can generalize them. Construct validity uses statistical analyses, such as correlations, to verify the relevance of the questions. You can correlate questions from an existing, reliable instrument with questions from the instrument under examination to determine if construct validity is present. High correlation between the scores indicates convergent validity. If you establish convergent validity, you support construct validity.
Criterion-related validity refers to how well the instruments scores predict a known outcome that you expect them to predict. You use statistical analyses, such as correlations, to determine if criterion-related validity exists. You should correlate scores from the instrument with an item they knew to predict. If a correlation of > .60 exists, criterion related validity exists as well.
You can assess reliability using the test-retest method, alternative form method, internal consistency method, split-halves method, and inter-rater reliability.
Test-retest is a method that administers the same instrument to the same sample at two different points in time, perhaps one year intervals. If you find that the scores at both time periods correlate highly (> .60), you can consider them reliable. The alternative form method requires two different instruments consisting of similar content. You must have the same sample take both instruments, and then you correlate the scores from both instruments. If you find high correlations, you can consider the instrument reliable. Internal consistency uses one instrument administered only once.
You use the coefficient alpha (or Cronbachs alpha) to assess the internal consistency of the items. If the alpha value is .70 or higher, you can consider the instrument reliable. The split-halves method also requires one test administered once. The number of items in the scale are divided into halves and a correlation is taken to estimate the reliability of each half of the test. To estimate the reliability of the entire survey, the Spearman-Brown correction must be applied. Inter-rater reliability involves comparing the observations of two or more individuals and assessing the agreement of the observations. Kappa values can be calculated in this instance. Question(Sent) IFI_Phan Th畛c Anh_Corporate Social Responsibility Strategy.pptx
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