Company Culture, is it killing your Digital Transformation?
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During our life as an SI (System Integrator) and ISV (Independent Software Vendor) we had the chance to help hundreds of big and small enterprises on their digital transformation journey, but how did we help ourselves? I give some short bullets on each of 8 cultural issues that might kill your company's Digital Transformation (credit to Hootsuite for infographics)
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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.Group Work Process in Rehabilitation PPT
Group Work Process in Rehabilitation PPTSagayaBinoshini
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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.(Sent) IFI_Phan Th畛c Anh_Corporate Social Responsibility Strategy.pptx
(Sent) IFI_Phan Th畛c Anh_Corporate Social Responsibility Strategy.pptxtanhphan5
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CSR the final versionLESSON 10 STABLISHING VALIDITY AND REALBILITY OF RESEARCH INSTRUMENT- DAGAM...
LESSON 10 STABLISHING VALIDITY AND REALBILITY OF RESEARCH INSTRUMENT- DAGAM...dagamijessamaedagle
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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. Questionstrategic management research: Dynamic talent management capabilities and org...
strategic management research: Dynamic talent management capabilities and org...benmabroukarafet
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Today's business environment is becoming increasingly dynamic, and the concept of agility is gaining attention in the corporate world and in academia. The objective of our research is to explain how talent management (TM) can shape talents as key human resources, according to company-specific agility needs, and thus contribute to gaining competitive advantage in dynamic firm environments.
We approach this task by viewing it from the perspective of dynamic capabilitiesManagement Principles on Small Scale Industries.
Management Principles on Small Scale Industries.CryptoMaster7
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Management Principles on Small Scale Industries.
Mastering Influence-Strategies for Effective Leadership Without Authority.pptx
Mastering Influence-Strategies for Effective Leadership Without Authority.pptxCareer Communications Group
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Learning objectives: Examine practical strategies to enhance your ability to persuade and motivate others
In modern workplaces, the ability to lead and drive change is not solely dependent on formal authority. This session explores essential techniques for enhancing your influence and persuading others, regardless of your official position.
In todays dynamic workplace, effective leadership extends beyond formal authority. The ability to influence and persuade others is essential for achieving success and driving positive outcomes. Today's session is designed to equip participants with practical strategies for enhancing their persuasive power and motivational skills, regardless of their organizational position.
By applying these strategies, you will enhance your ability to lead, motivate, and achieve goals even without formal authority, making a significant impact in your workplace.
At the end of the seminar, attendees will:
1.油油 油Explore techniques for effectively persuading colleagues and stakeholders, even when you do not hold formal authority.油
2.油油 油Examine methods for understanding and aligning with others' goals and motivations.油
3.油油 油Learn strategies for establishing and maintaining credibility and trust within your organization. Understand how consistent performance and reliability can enhance your influence and support your leadership efforts.
4.油油 油Gain insights into effective communication techniques that blend logical reasoning with emotional appeal.油
5.油油 油Discover the importance of building strong professional networks and how to utilize these relationships to bolster your influence and advocate for your ideas.Tran Quoc Bao: Revolutionizing Healthcare with Vision and Strategy
Tran Quoc Bao: Revolutionizing Healthcare with Vision and StrategyIgnite Capital
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Tran Quoc Bao is at the forefront of transforming Vietnam's healthcare sector, blending visionary leadership with deep financial expertise. As CEO of Prima Saigon, Vietnams premier international daycare and ambulatory hospital, Bao has set a new standard for medical care and innovation. His leadership has propelled Prima Saigon into the spotlight as a benchmark institution for healthcare excellence. Baos impact stretches beyond his hospital, as he serves as an advisory board member for Asian Hospital & Healthcare Management, a global publication shaping healthcare policy.
With nearly two decades of experience, Baos career spans both healthcare administration and investment banking, positioning him as a thought leader in the sector. His journey includes key roles at prestigious institutions like City International Hospital, FV Hospital, TMMC Healthcare, and Cao Tang Hospital. Bao spearheaded Cao Tang Hospitals transformation into Vietnams first Joint Commission International (JCI)-accredited facility, a milestone that placed Vietnam firmly on the global healthcare map.
Bao is not only a healthcare innovator but also a financial strategist with impressive credentialsCFA速, CMT速, CPWA速, and FMVA速. He has been behind more than $2 billion in healthcare mergers and acquisitions, reshaping Vietnams healthcare investment landscape. His unique ability to integrate healthcare expertise with financial strategy has earned him recognition as a leading voice in the industry.
A prolific contributor to global healthcare discussions, Bao has written over 20 articles for major publications such as Bloomberg, Forbes, US News, Travel & Leisure, and Voice of America. His insights on healthcare investment and innovation have positioned him as a sought-after expert in the field. Among his many accolades, Bao was named Healthcare Executive of the Year (Vietnam) in 2021 and Medical Tourism Leader of the Year by Medical Excellence Japan.
Baos strategic influence extends to consulting giants like BCG, Bain, and McKinsey, where he advises on some of Asias most strategic healthcare investments. His unmatched vision and leadership continue to shape the future of healthcare, both in Asia and globally, ensuring that his influence will be felt for years to come.Lead the Way-Effective Teams in the Modern Workplace.pptx
Lead the Way-Effective Teams in the Modern Workplace.pptxCareer Communications Group
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Learning objective: Examine methods to build your capacity to foster high-performing teams
As organizations become increasingly collaborative, the nature of teamwork has evolved significantly. Today, team leaders often find themselves managing virtual teams across various time zones, navigating home-office distractions, and addressing a range of personal challenges their team members may face. In this dynamic workplace, effective leadership requires a blend of traditional and modern skills to drive results and foster a supportive team workplace.
This course is designed to equip you with essential skills for leading and participating in todays varied and remote teams. You will explore the stages of team development, learn practical teamwork strategies, and familiarize yourself with collaboration tools that enhance productivity and cohesion. The seminar emphasizes creating a facilitative油workplace油by empowering team members to make decisions at all levels, which can significantly strengthen team dynamics and engagement.油
Additionally, you will gain insights into promoting a compassionate and caring approach, ensuring that team members feel supported and valued. Join us to develop the capabilities needed to lead your team effectively, achieve organizational goals, and build a resilient, collaborative workplace.油
At the end of the seminar, attendees will:
1.油油 油Learn techniques to guide your team through each phase to ensure growth and cohesion.
2.油油 油Discover methods to enhance collaboration, manage virtual interactions, and overcome familiar challenges in a modern workplace.油
3.油油 油Learn how to leverage resources to improve productivity, streamline communication, and maintain team cohesion across different time zones and locations.
4.油油 油Understand how to empower team members to exercise decision-making authority at all levels, fostering a sense of ownership and engagement.
5.油油 油Learn how to address personal challenges faced by team members and ensure they feel supported and valued.
6.油油 油Enhance your leadership capabilities to effectively navigate the complexities of modern teamwork and achieve organizational goals.Walmart Presentation - Siddhartha Chatterjee.pptx
Walmart Presentation - Siddhartha Chatterjee.pptxSiddhartha Chatterjee
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During my 2nd round interview with Walmart Canada for a KAM role, I developed this slide presenting upgradation for Walmart.ca website vis a vis Flipkart, a comparative analysis of walmart.ca with its biggest rival and a strategic breakdown of my plans for the futureCertified Banking Data Privacy Law and Regulation - Module 9.pptx
Certified Banking Data Privacy Law and Regulation - Module 9.pptxtrevor501353
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Certified Banking Data Privacy Law and Regulation - Module 9.pptxGetData Graph Digitizer With Crack Free Download [Latest]![GetData Graph Digitizer With Crack Free Download [Latest]](https://cdn.slidesharecdn.com/ss_thumbnails/mcqsbestgkwithfaisal-250228143540-407a79de-thumbnail.jpg?width=560&fit=bounds)
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GetData Graph Digitizer is a software tool designed to extract data points from scanned or digital images of graphs and plots. It's especially useful for situations where you have a graph (usually in an image or PDF format) but don't have access to the underlying raw data. The tool allows you to digitize the graph, turning visual data into usable numerical values for analysis or further processing.
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Graph Digitization: The primary function of GetData Graph Digitizer is to convert scanned images of graphs (e.g., scatter plots, line charts, bar graphs, etc.) into numerical data points. Users can click on various points on the graph to extract coordinates (X and Y values).Mastering Influence-Strategies for Effective Leadership Without Authority.pptx
Mastering Influence-Strategies for Effective Leadership Without Authority.pptxCareer Communications Group
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Company Culture, is it killing your Digital Transformation?
- 1. Company Culture: Is it killing your Digital Transformation? 8 Learnings from a CEO
- 2. Company Culture: Is itkilling your digital transformation?
- 3. Company Culture: Is itkilling your digital transformation?
- 4. Company Culture: Is itkilling your digital transformation?
- 5. Company Culture: Is itkilling your digital transformation?
- 6. Company Culture: Is itkilling your digital transformation?
- 7. Company Culture: Is itkilling your digital transformation?
- 8. Company Culture: Is itkilling your digital transformation?
- 9. Company Culture: Is itkilling your digital transformation?
- 10. Company Culture: Is itkilling your digital transformation?
- 11. Company Culture: Is itkilling your digital transformation?
- 12. Company Culture: Is itkilling your digital transformation?
- 13. Company Culture: Is itkilling your digital transformation?
- 14. Company Culture: Is itkilling your digital transformation?
- 15. Company Culture: Is itkilling your digital transformation?
- 16. Company Culture: Is itkilling your digital transformation? *Digital Analog Friction Building a Digital Transformation Strategy EMPOWER EMPLOYEES ENGAGE CUSTOMERS OPTIMIZE OPERATIONS TRANSFORM PRODUCTS
- 17. Company Culture: Is itkilling your digital transformation? 1. Identify a few key behaviors that help people adapt to a digitally oriented culture and boost the multichannel experience. What we did: Attendance (on site orvia HCM mobile app ) Leave (via HCM web) Onlinemeetings and calendar Issue companyletters digitally (Enadoc Megingjord) Ordering lunchor Perks (Cornelia in Teams)
- 18. HR and ITis owned by Co-Founderand COO Breaking down the silos that traditionally exist between business and IT. 2. What we did: Company Culture: Is itkilling your digital transformation?
- 19. Company Culture: Is itkilling your digital transformation? 3. 100% buy in from the top of the company. What we did: HRKPIs suchas attendance, gender ratio, KPI settings are discussed inCEOlead bi-weekly business reviews
- 20. Company Culture: Is itkilling your digital transformation? Converted all paper based 201files to securedocument system (Enadoc) Moved end to end HRprocess underone digital platform (HCM) Transform the HR function along with the companys other Digital Transformation projects. 4. What we did:
- 21. Company Culture: Is itkilling your digital transformation? 5. People throughout the company take part in informal networks, such as clubs and social groups, to spread the word. What we did: Usea Corporate social media for announcementandnews (Yammer) Rewards (employee of the monthetc.) and birthdays, celebrations on company social network (Yammer)
- 22. Company Culture: Is itkilling your digital transformation? Discouraged (banned) casual use likeViber and WhatsApp (Teams) Uniform Digital platform for communication. 6. What we did:
- 23. Company Culture: Is itkilling your digital transformation? 7. Role Models: Executive Identify (or hire) people who characterize the key behaviors promote them throughout the company. What we did: Look at Digital Transformationusage ( My Analytics, Teams,Yammer,etc. give usage data)
- 24. Unifylearninginto a common LMS platform with Gamification (badges, scoreboards, achievements) (Enadoc Moodle, SharePoint) What we want to do next 8. What we did: Company Culture: Is itkilling your digital transformation?
- 25. Show N Tell Company Culture: Is itkilling your digital transformation?