Maksud dari nilai-nilai Budaya Perusahaan kita Bernilai Unggul yang tepat yaitu?

Tanggung Gugat yaitu memiliki inisiatif yang tinggi tanpa harus menunggu diperintah

Nilai Tambah yaitu selalu meminta insentif atau salary yang tinggi sebagai hak karyawan

Lingkaran Malaikat yaitu harus memiliki hati seperti malaikat

Berani jujur dan Peduli yaitu berani memiliki jiwa kepemimpinan yang tinggi

Visi Complete Selular yang benar yaitu?

Menjadi perusahaan penyedia jasa layanan telekomunikasi yang terbaik dan berkualitas pelayanannya di seluruh dunia

Menjadi perusahaan penyedia jasa layanan telekomunikasi yang berkualitas dan terkini di seluruh dunia

Menjadi perusahaan penyedia jasa layanan telekomunikasi yang terbaik dan berkualitas di seluruh dunia

Menjadi perusahaan penyedia jasa layanan telekomunikasi yang terbaik dan berkualitas pelayanannya di seluruh indonesia

Apa yang dimaksud dengan "Membuat Target SPTM" pada 8 Kunci Sukses?

Menetapkan tujuan atau target secara Spesifik, Positif, Tertulis, dan Menarik untuk mencapai tujuan

Membuat akun Do and Done dengan baik dan benar

Membuat target apa yang dilakukan dalam kehidupan sehari-hari selama 24 jam

Menetapkan tujuan atau target agar pekerjaan lebih cepat diselesaikan

Maksud dari Excellent Execution Point ke empat yaitu "Laporan Pertanggungjawaban" yaitu?

Membuat laporan pertanggungjawaban sebagai alat untuk mengevaluasi kegiatan yang telah dilakukan dalam proses pencapaian target

Mencari tahu apa tantangan yang dihadapi dan berikan hasil yang maksimal

Mengevaluasi Kegiatan yang sudah dilakukan dan memberikan solusi atas kekurangan

Memberikan penilaian pada kegiatan yang telah dilakukan sebagai bentuk apresiasi

Menjadi seorang yang memiliki jiwa leadership dan kerjasama yang baik, dan mengetahui alasan yang kuat mengapa harus bertanggungjawab atas pekerjaannya. Maka seorang tersebut menerapkan 3 Kunci Leader point?

Punya Visi yang Jelas dan Besar

Bagaimana Jim Collins menggambarkan hubungan antara bagus dan hebat dalam buku Good to Great?

Merasa sudah bagus menjadi penghalang untuk mencapai tingkat kehebatan yang lebih tinggi.

Bagus dan hebat adalah dua hal yang tidak relevan dalam mencapai kesuksesan bisnis.

Bagus adalah prasyarat untuk menjadi hebat, tetapi bagus sendiri tidak cukup.

Bagus dan hebat adalah dua hal yang sama dan tidak bisa dipisahkan.

Apa yang dimaksud dengan kepemimpinan level 5 menurut Jim Collins?

Kepemimpinan yang memadukan keterampilan kepemimpinan tingkat tinggi dengan rasa rendah hati dan kepedulian yang tinggi.

Kepemimpinan yang mengandalkan karisma dan kepribadian yang menonjol.

Kepemimpinan yang memfokuskan diri pada pengembangan teknologi terkini.

Kepemimpinan yang berfokus pada pencapaian hasil finansial semata.

Apa yang dimaksud dengan konsep landak dalam Good to Great?

Sebuah pendekatan yang mendorong perusahaan untuk tetap fokus pada bisnis inti dan menghindari diversifikasi yang tidak perlu.

Suatu pendekatan yang memadukan keterampilan kepemimpinan tingkat tinggi dengan kepedulian yang tinggi pada karyawan.

Suatu konsep yang menggambarkan pentingnya memiliki karyawan yang berdedikasi dan disiplin dalam mencapai tujuan bersama.

Sebuah strategi yang fokus pada pengembangan teknologi dan inovasi.

Bagaimana Jim Collins memandang peran teknologi dalam Good to Great?

Teknologi hanya penting jika digunakan untuk mempercepat momentum keberhasilan yang sudah ada.

Teknologi hanya membantu dalam mencapai tujuan bisnis dan tidak terlalu penting.

eknologi adalah kunci kesuksesan bisnis dan perusahaan harus selalu berinovasi untuk memanfaatkannya secara optimal.

Perusahaan harus berhati-hati dalam mengadopsi teknologi terbaru karena terkadang dapat mengganggu kestabilan bisnis.

Apa yang dimaksud dengan "membangun momentum" dalam Good to Great?

Membangun konsistensi dan kepercayaan dalam kesuksesan bisnis dengan melakukan tindakan-tindakan kecil yang konsisten.

Mengembangkan keterampilan kepemimpinan tingkat tinggi untuk memimpin perusahaan ke arah kesuksesan.

Memastikan bahwa keuntungan dan pertumbuhan bisnis terus meningkat dari tahun ke tahun.

Mempercepat pertumbuhan bisnis dengan melakukan diversifikasi.

Apa yang menjadi musuh dari perusahaan-perusahaan yang hebat menurut buku Good to Great?

Kepuasan diri karena merasa sudah bagus.

Kepemimpinan yang tidak efektif.

Apa yang menjadi ciri dari tim yang efektif menurut buku Good to Great?

Orang-orang yang memiliki komitmen dan dedikasi untuk mencapai tujuan bersama.

Orang-orang yang hanya bekerja untuk mencapai tujuan individu masing-masing.

Orang-orang yang hanya fokus pada strategi dan taktik perusahaan.

Orang-orang yang tidak memahami peran masing-masing di dalam tim.

ALL MANAGER/COO/LEADER

CUSTOMER:I bought two expensive dictionaries here half an hour ago, but I forgot to take them with me. MANAGER:Who served you, madam? CUSTOMER:The lady who is standing behind the counter. MANAGER:Which books did you buy? CUSTOMER:The books which are on the counter. MANAGER:Did you serve this lady half an hour ago, Caroline? She says she's the one who bought these books. CAROLINE:I can't remember. The lady who I served was wearing a hat. MANAGER:Have you got a hat, madam? CUSTOMER:Yes, I have. MANAGER:Would you put it on, please? CUSTOMER: All right. MANAGER:Is this the lady that you served, Caroline? CAROLINE: Yes. I recognize her now.

Act as a teacher and using the following create a quiz: " Management refers to the manner in which a situation is handled. In order to manage an event, the manager must plan what must be done, organise to get the resources needed for the work that needs to be done, lead his/her people and then check and control the outcome of the event. Planning -The manager looks at the future and then decides how to approach it. Different plans must always be considered and the best one chosen. The second / alternative plan is called a contingency plan, i.e. a plan B if plan A does not work. Critical question during planning ○ Why must the plan be executed? ○ What activities are required? ○ Where must the planned activities take place? ○ When will the activities commence? ○ Who will participate in these activities? ○ How is the plan to be executed? Planning is a management tool. This means the plan must help the business to achieve its goals. The plan is not the goal, but an indication of HOW the goal will be achieved. It is therefore important that management must not stop after planning, but make sure plans are implemented. Plans are aimed at achieving objectives. However, it should always be flexible because if there are changes in the business environment (e.g. changes regarding competitors, suppliers, demands of target market etc), the original plan may no longer be suitable. Plans should be accurate. It is important to consider all factors and alternatives before the plan is finalized. Planning must be realistic. This means it should be possible to achieve the outcome of the plan. KISS Principal - Keep it (the plan) short and simple. Organisation as a component of management is all about resources, which means the entrepreneur has to combine the other three factors of production (raw material, labour and capital) in such a way that the objectives of the business are met. Leading is the third step of business management. Plans will be carried out in order to achieve objectives (i.e. work will be done) through effective leadership and guidance. A good leader will never just be task orientated, but will always keep in mind that he is leading people and that people should be treated with dignity and respect. Controlling is ensuring that everything goes according to plan. The actual results are compared with the standards set during the planning stage. Control is important because it gives feedback to management on the performance in the business.

7.03 Patients with Infectious Disease The center adheres to infection control policies to ensure the safety of patients, physicians, and staff members. Patients who are currently being treated for an infectious disease or condition that is transmitted via the contact route may not be treated at the center. Patients with disease spread via droplet (e.g. influenza) or airborne (e.g. tuberculosis, measles) routes will reschedule their procedures in consultation with their physicians. The infection control nurse, in consultation with the infection control consultant, will determine whether the patient requires isolation or other additional precautions. If a patient with current Clostridium difficile-associated diarrhea is treated at the center, all rooms where the patient was housed, even briefly, should be cleaned by housekeeping under supervision of the staff at the center. Physicians must document relevant information in their pre-admission documentation. Standard Precautions will be followed in the care of all patients. Cigarroa Interventional Institute establishes policies to ensure compliance with infection control policies for the care of patients with drug-resistant organisms. The physician will screen patients through the medical history review prior to scheduling a patient at the center. During the pre-operative (pre-op) phone call or interview, a pre-op screening of the patient will be conducted. Strict isolation policies are required to treat patients with active MRSA, VRSA, or tuberculosis. Since this facility has no provisions for strict isolation, those patients with active infections will be referred elsewhere for treatment. Patients who are undergoing or completed a course of antibiotic therapy, are colonized and/or are not actively infected may be treated at the center. Patients with active infections requiring transmission-based precautions are not appropriate candidates for this facility and will be referred to another facility or rescheduled. Procedures cannot be scheduled for patients currently undergoing an infection with transmission based precautions. The patient must finish the course, and they will be rescheduled. Definitions and Standards: The following definitions and standards are provided for informational purposes only: Airborne Transmission and Precautions: This mode of transmission occurs by the spreading of either airborne droplet nuclei (small particle residue of 5 microns or smaller), of evaporated droplets which contain microorganisms that remain suspended in the air for long periods of time) or dust particles containing microorganisms. Patients must be isolated in private rooms with special air handling and ventilation, and the door must remain closed. Patient transport should be restricted to essential transport only. Respiratory precautions must be taken when in the presence of patients with active tuberculosis, including respiratory masks. Droplet Transmission and Precautions: Droplets are transmitted from the host source by coughing, sneezing, talking, or during procedures such as suctioning or bronchoscopy. Patients must be isolated, and a distance of 3 feet maintained between the infected patient and others. Caregivers within 3 feet of the patient should wear a mask. Patient transport should be minimized. Contact Transmission and Precautions: Direct contact transmission involves direct body surface to body surface contact with physical transfer of microorganisms between a susceptible host and an infected person. Indirect contact transmission involves contact with an intermediate object (usually inanimate) and a susceptible host. Patients should be isolated as much as possible. Gloves and hand washing are essential for all contact with the patient and contact with objects, which come in contact with the patient. Gloves should be changed after each contact. Reportable Condition If the patient is determined to have a reportable condition at any time during pre-admission, the Director of Operations/Nurse Manager will be notified. The procedural physician will be contacted and the case will be canceled. The Department of Health will also be notified the same day following state regulations regarding Reportable Communicable Diseases. To report a disease or condition, contact: The City of Laredo Epidemiology 24/7 Reporting Line: (956) 763-2915, if unable to report locally, call The Texas Departmrent of Health Services epidemiology program: 24/7Number for Immediately Reportable – 1-800-705-8868

Sich beschweren über + Akk sauber schmutzig furchtbar die Brücke, die Mauer, die Kneipe, die Umfrage, sich setzen sich erinnern an + akk geschlossen die Reise, n viaggio die Tour (-en) / die Rundfahrt (-en) tour europäisch europeo/a, europee der Rucksack, die Rucksäcke zaino das Ziel per Anhalter Die Sonne scheint das Klima ausgeben die Reinigung der Bio-Garten orto biologico das Bankkonto, -konten conto bancario gewinnen, gewann, hat gewonnen vincere der Gewinner, - vincitore der Helfer l'aiutante pünktlich puntuale zu spät troppo tardi Da bist du ja endlich! finalmente sei arrivato! leider purtroppo verschieben, verschob, hat verschoben spostare, rimandare das Gespräch conversazione sich entschuldigen scusarsi die Viertelstunde il quarto d'ora vorschlagen (ä), schlug vor, hat vorgeschlagen proporre Was schlägst du vor? Cosa proponi? stattfinden, fand statt, hat stattgefunden die Veranstaltung, -en evento, manifestazione beruflich professionale sehr geehrte(r) Herr / Frau Gent-ma Sig.ra (formale) Mit freundlichen Grüßen cordiali saluti die Projektleiterin, -nen project manager halten, hält, hielt, hat gehalten fermarsi, tenere nennen, nannte, hat genannt nominare das Sushi, die Sushis sushi einschlafen (ä), schlief ein, ist eingeschlafen addormentarsi der Liebesfilm film romantico der Thriller thriller die Komödie commedia die Geschichte, n storia das Open-Air-Kino cinema all'aperto zuletzt infine mehrmals più volte während durante, mentre die Sendung, -en trasmissione romantisch romantico/a komisch strano, comico aufregend, spannend emozionante fantasisch fantastico witzig spiritoso sich interessieren für + A interessarsi a sich informieren über + A informarsi di verschieden diverso, differente der Jugendliche, -n il giovane der Erwachsene, -n l'adulto das Gefühl sentimento das Liebespaar la coppia die Liebe l'amore das Glück fortuna die beiden entrambi denken, dachte, hat gedacht (an+A) pensare sich verlieben sich in + Akk ) Er hat sich in sie verliebt. innamorarsi verliebt sein in + Akk Ich bin in dich verliebt. essere innamorato/a di qualcuno sich fühlen sentirsi die Freundschaft l'amicizia sich freuen rallegrarsi streiten, stritt, hat gestritten litigare sich ärgern über + A arrabbiarsi per hassen odiare weinen piangere die Angst, die Ängste paura stark forte schwach debole erst einmal per adesso präsentieren presentare reich ricco arm povero das ist mir egal. E' lo steso / non fa niente wahrscheinlich probabilmente

Why and How Managers Plan Importance of planning The planing process Benefits of planning Planning and time management Types of PLans used by managers Long term and short term plans Strageic and tactical plans Operational plans Planning Tools and Techiqunes Forecasting Contrigency planning Scenario planning Benchmaking Use of staff planners Implementing Plans to Achive Results Goal setting Goal management Goal alignment Participation and involvement Planning Def: The process of setting objectives and determining how best to accomplish them Planning at Eaton Corporation “Making the hard decision before events force them upon you, an anticipating the future needs of the market before the demand asset itself Objectives and goals Identifity the specific results or desired outcomes that one intends to achieve Plan Def: A statement of action steps to be taken in order to accomplish the objectives (goals) Steps in the planning process: Define your objectives Determine where you stand vis-a-vis objectives Develpo premises reagrdsing future conditions Analyze alternatives and make a plan Implement the plan and evaluate results What are the benefits of planning Improves focus and flexibility Imporves action orteitation Imporves coordination and control Imporves time management Time Managment Personal time management tips Do say “no” to request that distract you form what you should be doing Dont get bogged down inn details that can be addressed later Do screen telephone calls, emails and meeting request Dont let drop in visitors, text messaging use up your time Do prioritize your important and urgent work Dont become calendar bound by letting other control your schedule Do follow priorities; do most important and urgent work first Some 77% of mangers in one survey said that digital age has increased th number of decisions they have to make 43% said there was less time available to make these decisions Types of plans used by Managers What is teh time horizon Long term vs Short term Long term Look three or more years into teh future Short term plans Typically cover one year or less However: the increasing environmental complexity and dynamism of recent years has severely tested the concept of “long-term” planning Plans are subject to frequent revisions Most executives would likely agree that these complexities adn uncertainties challenge how er actually go about planning and how far ahead we can really plan At the very least we can conclude that there is a lot less permanency to long term plans today and that tey are subject to frequent revision Managment reaeracher Eillot Jaques believes tha people vary in their capability to think with different time horizons Types of Plans used by Managers (3 of 5) Strategic plans Set broad, comprehensive and linger term action directions for teh entire organization or major division Vision Clarifies purpose of the organization and what it hopes to be on the future Typical plans Specify how the organizations resources are used to implement strategy Tactical plans in business often take the form of functional plans Functional plans Incidate how different component within the organiztion will help accompnlish the overall strategy Production plans Finacial plans Facilites Plans Logisitc plans Marketing plans Human Resource Plans Operation plans Describe short-term activities to implement strategic plans Policies: Are standing plans that communicate guidelines for decisions Ex: Policies on office romances: The media is quick to report when a top executive or public figures runs into trouble over an office affair. Are there ant policies on office romances? Employer polices on office raltioshiis vary. One survey find teh following: 24% prohibit relationships among employees in the same department 13% prohibit relationships among employees who have the smae supervisor 80% prohibit relationships between supervisors and subordinates 5% have no restrictions on office romances Procedures: Are rules that describe actions to be taken in specific situations Budgets: are single use plans that commit resources to projects or activities Zero based budgets: allocate resources as if each budget were brand new There is no guarantee that any past funding will be renwer. All propsales, old and new, must compete for available funds at teh start of each new budget cycle Forcasting Attempts to predict the future Qualitaive forecasting uses expert opinions Quantitative forecasting uses mathematical models and statiscal aanylsis of historical data dna surveys Contingency planning Identify alternative course of action to take when things go wrong Anticipate changing conditions Contain trigger points to indicate when to activate plan (or a specific course of action) Scenario planning A long term version of contingency planning Identifying alternative future scenarios Plans made for each future scenario Increases organizations flexibility and preparation for future shocks Benchmarking Use of external and internal comparisons to better evaluate current performance Adopting best practices: things people adn organization do that lead to superior performance Staff Planners Experts who assist in all steps of the planning process They help bring focus and expertise to a wide variety of planning tasks Important: Communication between staff planers landline managers is essential for teh success of teh planning process Goal Setting - Always set SMART goal The solution: Goal Aligment Between Team Leader and Team Member Jonintly plan: Set objectives, set standards, choose actions Individually acy: Perform tasks (member), provide support (leader) Jointly control: Review results, discuss implications, renew cycle x4 Collective effort and commitment Participatroy planning Includes in all planning steps that people who will be affected by the plans adn askedd to help implement them Unloacks motivational potential of goal setting Management by objective (MBO) promotes participation Participation increases understanding and acceptance of plan and commitment to success Participatory planning - Number of people involved in teh decision making process Amazon is intensely focused on what it does. It believes in creating tight single-threaded teams, also known as “2 pizza team.” Data and Decision Making What are some of the important competencies managers must have today? Delegate Marketing and technology Manager must have Technological competency Ability to understand new technologies and to use them to their best advantage Information competency Ability to locate, gather, organize and display information for decision-making and problem solving Analytical competency Ability to evaluate and analyze information to make actual decisions and solve real problems What is the difference between Data and Information Data Raw facts and observation Information Data made useful and meaningful for decision-making Important concepts Big data Exists in huge quantities and is difficult to process without sophisticated mathematical and analytical techniques Data production today Bernard Marr is an internationally best-selling author. He helps organizations improve their business performance, use data more intelligently Data mining The process of analyzing data to produce useful information for decision-makers Management Analytics The systematic evaluation and analysis of data to make informed decision Information drives management Bad Data Refers to information that can be erroneous, misleading, and without general formatting The challenge: Can er use the data that is available in the “Big Data” Needs to be valid Can not trust everything out there Being ethical Look at the trends Data is structured and unstructured Data BIg Data = Structured + Unstructured Information Drive Management decision making What are the characteristics of useful information Easy to access If its credible Accurate Characteristics of useful information: Timely High quality Complete Relevant Understandable What about bad data It's not credible Miss information If it is not structured/ organized Bias based on opinions Confusing If its updated Bad data Refers to information that can be erroneous miss What are some examples of Management information system Business intelligence -BI Information systems to extract and report data in organized ways that are useful to decision-makers Executive dashboards Visually update and display key performance metrics (or Key Performance Indicators -KPIs) and information on a real-time basis Information needs in organization External Environment Information exchanges with the external environment Gather intelligence information Provide public information Information needs within the organizations (internal Enviroement) Information exchange within the organization Facilitate decision making Facilitate problem-solving Managers as information processors Continually gather, share and receive information Now as much electronic as it is face-to-face Always on, always connected How many people telecommute at least once a week 70% of people globally work remotely at least once a week, Work at home after covid 19 our forecast Our best estimate it that 25-30% of the workforce will be working form home multiple days a week by the end of 2021 As of 2023, 12.7% of full time employees work from home, while 28.2% work a hybrid model Managers as problem solvers Problem-solving The process of identifying a discrepancy between actual and desired performance and taking action to resolve it Ishikawa Fishbone diagram To identify the cause of problems Decision A choice among possible alternative courses of action Performance threat Something is wrong or has the potential to go wrong Performance opportunity The situation offers the chance for a better future if the right steps are taken Problem-solving approaches or style - from textbook Problem avoiders Inactive in information gathering and solving problems Problem seekers Proactive in anticipation of problems and opportunities and taking appropriate action to gain an advantage Problem solvers Reactive in gathering information and solving problem Managers - can approach problems in a systematic or intuitive manner Systematic thinking approaches problem in rational, step-by-step and analytical fashion Intuitive thinking approaches problems in a flexible and spontaneous fashion Multidimensional thinking- applies both intuitive and systematic thinking Managers face structured and unstructured problems Structure problems Are ones that are familiar, straight forward, and clear with respect to information needs Program decisions apply solutions that are readily available from past experiences to solve structured problems Know how to solve them Familiar Know what we are dealing with Unstructured problems Are ones that are full of ambiguities and information deficiencies Nonprogrammed decisions apply a specific solution to meet the demands of a unique problem Commonly faced by higher-level management Crisis decision making A crisis involves an unexpected problem that can lead to disaster if not resolved quickly and appropriately Ruled for crisis management Figure out what is going on Remember that speed matters Remember that slow counts, too Respect the danger of the unfamiliar Value the skeptic Be ready to “fight fire with fire” Managers make decisions with various amounts of information Certain environment Offers complete information on possible action alternatives and their consequences Risk environment Lacks complete information but offers probabilities of the likely outcomes for possible action alternatives Uncertain environment Lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternative Ex: Certain and uncertain environments: The worldwide Governance Indicators for over 200 countries, comparing distinct environments (Canada-Brazil) Step 1-Identify and define the problem Focuses on information gathering information processing and deliberation Decision objectives should be established What are some common mistakes in definding problems? Common mistakes in defining problems Defining the problem too broadly or too narrowly Focusing on symptoms instead of causes Choosing the wrong problem to deal with Step 2- Generate and Evaluate Alternative Courses of Action Potential solutions are formulated and more information is gathered, data are analyzed, the advantages and disadvantages of alternative solutions are identified Common mistakes: Abandoning the search for alternatives too quickly Step 3- Decide on a preferred course of Action Two different approaches Behavioural model leads to satisficing decisions Classical model les to optimising decisions Behavioural Model Rationality is bounded because: There are limits our thinks capacity Available information (incomplete) Time constraints Step 4-Implement the decision Involves taking action to make sure the solution decided upon becomes a reality Managers need to have the willingness and ability to implement action plans Problems: Lack of participation error should be avoided Step 5 - Evaluate Results Involves comparing actual and desired results The positive and negative consequences of the chosen course of action should be examined If actual results fall short desire results, the manager returns to earlier steps in the decision-making process At all steps, check ethical reasoning Ask these spotlight questions Utility Does teh decision satisfy all constituents or stakeholders Rights Does the description respect the rights and duties of everyone? Justice Is the decision consistent with the canons of justice Caring Is the decision consistent with my responsibilities to care? Issues in decision-making How do errors happen? Heuristics: are strategies for simplifying decision-making Availability Bias: Bases a decision on recent information or events Representativeness bias: Bases a decision on similarity to other situations Anchoring and Adjustment Bias: Bases a decision on incremental adjustment from a prior decision point Framing error: Tring to solve a problem in the context perceived, positive or negative Confirmation Error: Focusing on information that confirms a decision already made Escalating commitment: Continuing a course of action even though it is not working Creative Decision making Creativity is the generation of a novel idea or unique approach that solves a problem or crafts an opportunity Big C: Creativity occurs when extraordinary things are done by exceptional people Little C: Creativity occurs when average people come up with unique ways to deal with daily events and situations The three types of situational creativity drivers Chapter review What are objectives and goals? The specific results or desired outcomes What are the 5 characteristics of great (SMART) goals? Forecasting - Attempts Qualitative forecasting uses options Quantitative forecasting uses mathematical models and statistical analysis of historical data and surveys Scenarios-Oracle’s crystal ball combines qualitative and quantitative methods

Chapter One: Management Today The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers ealy with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities

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