The Changing Role of HRD Part 1: HR Role Play and Leadership The modern day organisation depends to a great extent on the contribution and quality of its human capital. The human capital may be defined as that element of the organisation’s operational sphere that is a living, breathing part of the activities that put the innate resources and factors of production into application. This application results in profits arising out of the activities of the human capital and the efficiency with
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solution identified, and a plan of action developed. Case-Based Small-Group Discussion: Small groups of 5-10 address case-based tasks, exchanging points of view while working through a problem-solving process. In Problem-Based Learning, the problem comes first and learners work through the problem through progressive disclosure by making hypotheses, exploring mechanisms, developing and researching learning issues, and applying new information to the case. Computer Simulation: In the medical context, used
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engage in strategic management. We will integrate the knowledge you have acquired to this point in order to develop an understanding of how an entire organization functions and give you an opportunity to develop and exhibit your management and leadership abilities. Prerequisites: IS 301, FIN 301, MGT 323, SCM 352, and MGT 325 or ACC 460 Course Learnings Objectives MGT 496 is a University Capstone Course and will also serve as the coordinating course to satisfy the Ethics component of the
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ACN Anti-Corruption Network for Eastern Europe and Central Asia Ethics Training for Public Officials A study prepared by the OECD Anti-Corruption Network for Eastern Europe and Central Asia (ACN) and SIGMA, a joint EU-OECD initiative, principally financed by the EU, in co-operation with the OECD Public Sector Integrity Network March 2013 ACN Anti-Corruption Network for Eastern Europe and Central Asia ETHICS TRAINING FOR PUBLIC OFFICIALS A study prepared by the OECD Anti-Corruption Network
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Evaluating three strategies to reduce negative impacts of four factors 6 2.1. Effectiveness of three leadership styles for three different organizations 6 2.2. How organizational theory underpins the practice of management at Irish Tesco 7 2.3. Four different approaches to management used by three organizations 7 2.4. Presenting and justifying two approaches 8 3.1. Impact of leadership styles on motivation in period of change 8
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Start With the End in Mind 2010-9-14 4 2 有效的目标管理 \ÇàxÜtvà|ÉÇ： Page 5 有效的目标管理 中国最受西方人推崇欣赏的优秀管理者是谁？ Page 6 3 有效的目标管理 无论对组织还是个人：目标的意义 To succeed is to select a goal,determine a course of action that will bring you to that goal and then hold to that action until the goal is reached . Page 7 有效的目标管理 开篇箴言1:成功就是逐步实现有价值的事先决定的个人或企 业目标。 不同的目标产生不同的结果 Page 8 4 有效的目标管理 哈佛大学的试验 所占比例 27% 60% 10% 3% 目标状态 成就 Page 9 有效的目标管理 开篇箴言2：看不到目标比死还可怕 故事分享：军阀惩罚犯人的方式
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iTHE INTERNATIONAL COMMITTEE OF THE RED CROSS (ICRC): MANAGING ACROSS CULTURE ‘We were an orgn made up of Swiss generalists. We are becoming a multicultural and professional enterprise.” 1. INTRODUCTION Dr. Jacques Stroun, M.D. – (1999) Director of Human Resources & Finance (before Head of Detention Division, Deputy Director of Operations) ICRC – provide humanitarian relief, Humanitarian ‘Multinational’ Organisation Home base: Geneva, Switzerland Orgn Values – Neutrality, Independence
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University of Puget Sound School of Business and Leadership BUS 435 International Finance Professor Alva Wright Butcher Tues & Thurs 12:30-13:50 McIntyre 107 Spring Semester 2013 Office: McIntyre 111 I Office Hours: Phone: 253-879-3349 Tues and Thurs 2:00-3:00 FAX: 253-879-3156 Wed 9:30-10:30 And by appointment Note that I am always willing to schedule additional office hours by appointment. I check email frequently
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Center for US Health System Reform Business Technology Office The ‘big data’ revolution in healthcare Accelerating value and innovation January 2013 Peter Groves Basel Kayyali David Knott Steve Van Kuiken Contents The ‘big data’revolution in healthcare: Accelerating value and innovation 1 Introduction1 Reaching the tipping point: A new view of big data in the healthcare industry 2 Impact of big data on the healthcare system 6 Big data as a source of innovation
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Effectiveness and Efficiency in Management 9 Managerial Roles 10 What Managers Actually Do • Interaction – with others – with the organization – with the external context of the organization • Reflection – thoughtful thinking • Action – practical doing • Management Roles Approach (Mintzberg) – Interpersonal roles • Figurehead, leader, liaison – Informational roles • Monitor, • Disseminator, • Spokesperson – Decisional roles • Disturbance handler, resource allocator
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