Management & Leadership

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Why Are Good Managers Hard To Find?
How to Use Gantt Chart for Project Management | eHow
Gantt Charts - Project Management Tools from MindTools Planning and Scheduling Team Projects The following are trademarks: Gantto (see gantto.com), MatchWare (see www.matchware.com/en), Microsoft Excel, and Microsoft Project (see www.microsoft.com). We have no association or connection with these organizations. Gantt Charts - Project Management Tools from MindTools
What is a Gantt Chart? Gantt Chart Information, history and Software What is a Gantt Chart? Gantt Chart Information, history and Software A Gantt chart, commonly used in project management, is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. On the left of the chart is a list of the activities and along the top is a suitable time scale. Each activity is represented by a bar; the position and length of the bar reflects the start date, duration and end date of the activity. This allows you to see at a glance: What the various activities areWhen each activity begins and endsHow long each activity is scheduled to lastWhere activities overlap with other activities, and by how muchThe start and end date of the whole project To summarize, a Gantt chart shows you what has to be done (the activities) and when (the schedule).
Strategic Intent The Idea in Brief If your company is struggling to outsmart formidable rivals, beware the flaws of traditional strategic planning approaches. They cause managers to misjudge the threat posed by more inventive and determined players, and prompt them to scale down their competitive aspirations to match current resources. Strategic Intent
En Equilibrio
CNN Chile - Está pasando. Lo estás viendo.
1,458 views This e-Book is a collection of quotes and inspirational messages that appear throughout our larger book, Healthcare Kaizen, a practical how-to guide for starting and growing a Kaizen program. This e-Book is a collection of quotes and inspirational messages that appear throughout our larger book, Healthcare Kaizen, a practical how-to guide for starting and growing a Kaizen program. Statistics Quotes from Healthcare Kaizen Quotes from Healthcare Kaizen
31,396 views This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition. ... This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition. At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category". (also presented at SDC12 and lssc12) Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident. A3 & Kaizen: Here's How A3 & Kaizen: Here's How
Kaizen

Kaizen

Kaizen (改善?), Japanese for "improvement" or "change for the best", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, business management or any process. It has been applied in healthcare,[1] psychotherapy,[2] life-coaching, government, banking, and other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers.
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing." Taiichi Ohno, Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975.[1] Toyota Production System Toyota Production System
Two Psychological Theories All Leaders Should Know
Teamwork

Visiones de Telefónica En este paper, Humberto Maturana, Ximena Dávila y Peter Senge nos invitan a reflexionar acerca de la forma de operar que conservan muchas organizaciones, plantean preguntas fundamentales y proponen un modelo de operar no jerárquico y co-inspirativo capaz de generar responsabilidad, compromiso y visión compartida, para realizar “organizaciones ético-social sustentables, orientadas hacia la conjunta co-creación de valor y bien-estar”. Visiones de Telefónica
Voici une des meilleures vidéos sur la communication et le leadership issues des fameuses conférences TED . Simon Sinek auteur du livre « Start With Why » nous explique en quelques minutes le « Cercle d’or », un conseil simple à appliquer et extrêmement efficace qui bouscule les idées reçues sur notre manière de voir la communication et le leadership de ceux qui connaissent de grandes réussites. Sinek illustre sa présentation 4 exemples (Apple, Martin Luther King, les frères Wright et Tivo) qui au départ n’ont pas grand chose en commun avec brio et nous montre ce qui est essentiel pour avoir une communication inspirante . Simon Sinek en conférence TED donne un conseil qui transformera votre manière de communiquer. Simon Sinek en conférence TED donne un conseil qui transformera votre manière de communiquer.
A team at work A team comprises a group of people or animals linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. Team Team
Is Your Team Too Big? Too Small? What's the Right Number? When it comes to athletics, sports teams have a specific number of team players: A basketball team needs five, baseball nine, and soccer 11. But when it comes to the workplace, where teamwork is increasingly widespread throughout complex and expanding organizations, there is no hard-and-fast rule to determine the optimal number to have on each team. Should the most productive team have 4.6 team members, as suggested in a recent article on “How to Build a Great Team” in Fortune magazine?
Inc. Almost by definition, an enduring great company has to be built not to depend on an individual leader, because individuals die or retire or move on. What's more, when a company's identity can't be separated from the identity of its leader, it can't be known for what it stand for. Which means it sacrifices the potency of being guided by its core purpose. Articles - The Death of the Charismatic Leader
Articles - Leadership (Listed Alphabetically) The 10 Greatest CEOs of All Time What these extraordinary leaders can teach today's troubled executives. And the Walls Came Tumbling Down Leading Beyond the Walls, a book edited and produced by the Peter F. Drucker Foundation for Nonprofit Management and published by Jossey-Bass
¿Qué hombre de negocios nunca ha realizado un análisis de Fortalezas, Oportunidades, Debilidades y Amenazas? Sin embargo, con frecuencia esta herramienta se aplica incorrectamente. A continuación, una visión estratégica, sistémica y cognitiva del célebre diagnóstico FODA... Por Alberto Levy Pocas herramientas son tan conocidas en el mundo de la empresa como el célebre análisis FODA (Fortalezas, Oportunidades, Debilidades y Amenazas). ¿Cómo hacer un análisis FODA?
Why Extraversion May Not Matter
Un nuevo modelo de Comunicación y sustentabilidad en las empresas
John Maeda: The New Tao of Leadership
Starting From Scratch: Make Over Your Business (and Your Self) | Input/Output
5 Leadership (and Life) Lessons You Learn From Your Kids
The Myth of Management Efficiency
Until Death Do Us Part 78 - Read Until Death Do Us Part 78 Online - Page 12
Why You Should Run Your Business Barefoot
Being a Good Quitter Makes You a Good Entrepreneur
The Paul Principle
Action Plans - Project Management Tools from MindTools
Crisis management
Motivation & Goal Setting