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Dec 2, 2012Download as docx, pdf

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Investor Relations

The document describes a job shadowing program that allows employees to interact with more experienced professionals, receive feedback and support, and gain a broader perspective of the organization. The program benefits both protégés through skills development and mentors through leadership development. It is intended to increase employee engagement, reduce turnover, and help with succession planning.

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031 Front Line LeadershipDr Fereidoun Dejahang

The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning to support transferred skills and recognize employees.

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??????? ???????????Waleed Hewala, MBA, PMP, ITIL

Change management strategy_team_xyzBao Nguyen

This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.

?????? ???????? ??????? ???? ???????? ????????Ahmed Rezq

???? ???????? ???????Sameer Kau

Leadership and change Khalil Darvishali

1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others. 2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks. 3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome. 4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.

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????? ?????? ?????????? ?????????MarwaBadr11

Organizational Diagnosisjim

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??????? ???????????????? ????? ???? ????AhmedRawhy1

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????? ?????????Ahmed Rezq

The Culture of AgilityPete Behrens

The document discusses the importance of organizational culture in sustaining agility, highlighting that 93% of what is learned in agile practices fails to persist without a supportive culture. It details various cultural models such as control, collaboration, competence, and cultivation, emphasizing their impact on the successful adoption and sustainability of agility in companies. The presentation draws on case studies from real companies to illustrate how understanding and adapting to specific cultural frameworks can facilitate or hinder agile transformation.

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Effective team leadership. five guiding principles.TavistockConsulting

Five guiding principles for effective team leadership. Teams often have a "double life" where they seem capable of productive work but also engage in more primitive, disruptive behaviors aimed at making members feel better. Understanding this "double life" can help leaders guide teams productively. The five principles are: 1) Don't ignore team dynamics 2) Pay attention to tasks and dynamics 3) Notice what kind of leader the team needs 4) Encourage useful behaviors 5) Ensure the leader has reflective space away from the team.

Best practices in talent management strategyEmma Yaks

The document discusses best practices in talent management, focusing on six key components: 1. Planning for critical talent needs by analyzing workforce requirements. 2. Attracting critical talent through targeted branding and projecting a positive company image. 3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally. 4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates. 5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth. 6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses

VISION, MISSION & VALUEKonstantine Gegeshidze

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