Journal of Arti cial Intelligence Research 7 (1997) 83-124 Submitted 6/97; published 9/97 Towards Flexible Teamwork Milind Tambe Information Sciences Institute and Computer Science Department University of Southern California 4676 Admiralty Way Marina del Rey, CA 90292, USA tambe@isi.edu Many AI researchers are today striving to build agent teams for complex, dynamic multi-agent domains, with intended applications in arenas such as education, training, entertainment, information integration
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Functional Knowledge Interpersonal Skills Learning Attitude Listening Skills Marketing Ability Organization/Planning Skills Persistence/Perseverance Skills Problem Solving Ability Resourcefulness Risk Taking Ability Sales Ability Service Orientation Teamwork Orientation Time Management Ability I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Ability to Work Independently Analytical Skills Attention to Detail Business Mindedness Coaching Ability Change Management Ability Communication Skills
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Improving Morale and Motivation It has come to your attention that Low employee morale can have adverse effects on productivity and motivation in the workplace. “One of the biggest reasons organizations don't achieve their goals is an unwillingness to deal with low-performing employees.” (MacLean,Lang 2012). Realize that the first step begins with the employer recognizing the value of their staff members. There is a pervasive attitude that if someone resigns today, another is easily found tomorrow
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show these influence relationships as being mutual, reciprocal and multi-directional. In other words, followers influence leaders, leaders influence followers, and peers influence each other. The words “leader” and “follower” are obvious by their absence in my definition. Specifically including those terms can mistakenly imply fixed roles or positions. Today, corporate has given way to team structures with more than one leader. More importantly, I firmly believe that in any one leadership relationship
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MEMORANDUM OF AGREEMENT This Memorandum of Agreement (MOA) is entered into and executed by and between: R.E.C & Co., CPAs duly registered with the Securities and Exchange Commission (SEC) under the laws of the Philippines with its business address at M&J Ortiz Building, Guadalupe, Cebu City. , and represented by _______________ Officer in Charge of OJT program herein referred to as the “Training Partner” -and- University of Cebu- Main Campus located at Sanciangko Street, Cebu City, Philippines
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1 Teamwork: Developing High Impact Teams1 Tony Lingham, Ph.D. Bonnie A. Richley, Ph.D. December 2013 Organizations are increasingly done through projects involving teams across all levels as they offer greater flexibility, better outcomes and better innovation than individuals. As such, teams permeate all levels in local, national and global organizations. Such a design means that people often have membership in multiple teams resulting in outcomes that are frequently suboptimal and fraught with
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1. What are the key elements of Morgan Stanley’s 360ο performance evaluation process? The first key element, which is also the name giver for the new evaluation process, is the 360 degree feedback. The new system is based on the idea that a professional should be evaluated by colleagues from all levels of hierarchy, be it superiors, peers or subordinates. This is an innovation, compared to the previous system, according to which the evaluation of a professional was performed by a group of professionals
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Organizations fail to achieve teamwork because they unknowingly fall prey to five natural but dangerous pitfalls- they are known as the 5 dysfunctions of a team. II. Summary Lencioni (2002) points out that there are five dysfunctions of a team. The first dysfunction is an absence of trust among team members. This happens when team members are not very open with one another regarding their strengths and weaknesses. The second dysfunction is fear of conflict which is the result of absence of
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lack of proper talent/change agents in Latin America to carry out organizational restructuring and operations’ changes on page 106. In speaking about BA’s poor performance he states that it is “an absence of vision, focus, and investment…There was no clear sales and marketing strategy. There was no teamwork between different functional areas.” These comments, that clearly highlight a communication issue, are really the symptoms of the deeper problem—lack of change agents on the ground in Latin America
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HUMAN RESOURCE MANAGEMENT (STAFFING STRATEGY) Submitted to: Prof. Cresilda M. Bragas Submitted by: de Leon, Beverly A. BSBA MM-2-1N ENGAGING OUR PEOPLE BPI’s long-term success depends on the quality of our workforce. Their innovative ideas, passion and commitment over the years provide value and help sustain our gains in customer satisfaction. The engagement of our employees is one of the strongest examples of how BPI’s business strategy is inextricably linked with sustainability
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