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The Influence Model - Communication Skills Training from MindTools
Using Reciprocity to Gain Influence (Also known as the Cohen-Bradford Influence Model) Do you have influence? © iStockphoto/shironosov Have you ever tried to get something – perhaps advice, support, or a key piece of information – from someone who didn't want to help you? Sometimes, it can be extremely difficult to get people's help, especially when we have no authority over them. This is where an approach such as the Cohen-Bradford Influence Model can help us identify what other people value. In this article we'll examine the Influence Model in detail, and discuss how you can use it when you need help from other people. About the Model The Influence Model, also known as the Cohen-Bradford Influence Model, was created by Allan R. Cohen and Bradford believe that authority can be problematic. The Influence Model is based on the law of reciprocity – the belief that all of the positive and negative things we do for (or to) others will be paid back over time. Using the Model 1. 2. 3. 4. These are: a.
What do we mean by stakeholders and their interests?Why identify and analyze stakeholders and their interests?Who are potential stakeholders?When should you identify stakeholders? The Community Tool Box is a big fan of participatory process. What do we mean by stakeholders and their interests? Stakeholders are those who may be affected by or have an effect on an effort. One way to characterize stakeholders is by their relationship to the effort in question. Primary stakeholders are the people or groups that stand to be directly affected, either positively or negatively, by an effort or the actions of an agency, institution, or organization. While an interest in an effort or organization could be just that – intellectually, academically, philosophically, or politically motivated attention – stakeholders are generally said to have an interest in an effort or organization based on whether they can affect or be affected by it. Stakeholders’ interests can be many and varied. Economics.
Identifying and Analyzing Stakeholders and Their Interests
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. Process Strategic management processes and activities Overview Inputs Activities Michael Porter Outputs Outcomes
A business plan is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals. Business plans may also target changes in perception and branding by the customer, client, taxpayer, or larger community. When the existing business is to assume a major change or when planning a new venture, a 3 to 5 year business plan is required, since investors will look for their annual return in that timeframe. Audience Internally focused business plans target intermediate goals required to reach the external goals. Operational plans describe the goals of an internal organization, working group or department. Project plans, sometimes known as project frameworks, describe the goals of a particular project. Content Business plans are decision-making tools. Presentation formats Revising the business plan
A flat organization (also known as horizontal organization or delayering) is an organization that has an organizational structure with few or no levels of middle management between staff and executives. The idea is that well-trained workers will be more productive when they are more directly involved in the decision making process, rather than closely supervised by many layers of management. The flat organization model promotes employee involvement through a decentralized decision-making process. By elevating the level of responsibility of baseline employees and eliminating layers of middle management, comments and feedback reach all personnel involved in decisions more quickly. Expected response to customer feedback becomes more rapid. Self-managing teams The "strong form" of a flat organization is an organization with no middle managers at all. However, some organizations do not take on middle managers even as they become larger, and remain extremely flat. Prof. See also
Volunteer Squared specializes in software to help you engage volunteers effectively and efficiently. Our Volunteer Impact software is for managing volunteers in nonprofits, school districts and government agencies. Our clients range in size from 40 volunteers to 300,000. Recruit volunteers through your website, Facebook, Twitter or other social media sitesStreamline the application process and reduce the time you spend doing data entryTrack volunteer skills, qualifications and trainingsCreate schedules and scheduling rules that engage volunteers in the process while keeping you in controlSchedule groups of volunteers and the right number of placements will be filled in the system! Our Community Hub software is for volunteer centers and other volunteer matching organizations. We are Hiring - We are growing our programming team and are currently seeking a front end developer.
Volunteer Squared | Volunteer Impact – volunteer management software and volunteer center databases
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Cloud-Based Volunteer Scheduling Software Frustrated with the mountains of files and administrative work associated with scheduling volunteers for events? If your nonprofit is like most, maintaining an accurate volunteer schedule can be quite a challenging task. Using spreadsheets and handwritten notes to organize volunteers is not only inefficient, it is likely costing your organization money through reduced productivity and communication issues. With VolunteerHub, volunteer management becomes an exact science. Who Knew Volunteer Scheduling Online Could Be So Easy? VolunteerHub streamlines formerly manual processes. Getting Started With VolunteerHub We offer several ways for nonprofits to “preview” our online volunteer sign up software.
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Let’s first encounter head-on the questions from those who ask: “Why we don’t just amend AACR2 again, like we used to?” To address such questions, we need to: Examine the current cataloging environment -- and how it continues to evolvePerceive how Resource Description and Access (RDA) is an improvement over AACR2 as a tool for that environment The Cataloging Environment Catalogs are no longer isolated within the walls of an institution. The information systems and content in the future will be accessible on the Web. Actually, bibliographic data and digital resources are already on the Web, and we’ve started adding the controlled vocabularies from libraries to help identify resources. Our entire cataloging environment continues to evolve: A key aspect of this new “Semantic Web” environment is that it is built on element-based metadata schemas and vocabularies -- and that is exactly what RDA delivers. The Problems with AACR2
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(Recently, The Charlotte Observer ran an article entitled, “Are School Librarians Going Way of the Milkman?” The article reported that Principal Lauren Fowler at Nathaniel Alexander Elementary had replaced her professional school librarian position with a teaching assistant stating, “I think we get more. Our children are not losing any value or knowledge of reading by running the media center the way we do.” Overall in the Charlotte Mecklenburg school system, the article noted that 31 principals out of 168 had so far opted to operate their school libraries without a professional school librarian. Dear Editor— I am 8 years old. Virginia O’Hanlon Virginia, your principal is wrong! Yes, Virginia, all schools need a School Librarian. Not need a School Librarian? No need for a School Librarian! Categories: Advocacy/Leadership, Blog Topics Tags: Charlotte Mecklenburg, Lauren Fowler, principals, school librarians, teacher assistants
Exerting Influence Without Authority - Harvard Management Update
Congratulations—you’ve been asked to lead a change initiative! But there’s a catch—its success hinges on the cooperation of several people across your organization over whom you have no formal authority. If you’re like most managers, you’re facing this sort of challenge more often these days because of flatter management structures, outsourcing, and virtual teams. For those reasons, a greater number of managers now need to get things done through peers inside and outside their organizations. In this age of heightened business complexity, moreover, change itself has grown increasingly complicated. A majority of change initiatives now involve multiple functions within and even between companies, and many such efforts encompass an entire firm. New kinds of partnerships and alliances have emerged as well, and they require managers to exercise influence over peers from the other companies. Though honing these skills takes time and patience, the payoff is worth it. Networking. Consultation.
Everyone complains about his or her boss from time to time. In fact, some consider it a national workplace pastime. But there’s a difference between everyday griping and stressful frustration, just as there is a clear distinction between a manager with a few flaws and one who is incompetent. Dealing with the latter can be anguishing and taxing. But with the right mindset and a few practical tools, you can not only survive but flourish. What the Experts Say “Most people have had experience with someone who is incompetent, or at least unhelpful,” says Annie McKee, founder of the Teleos Leadership Institute and co-author of Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Understand the incompetence Before you declare your boss useless, check your bias and better understand what you are seeing. Consider also whether you have all of the relevant information. Principles to Remember Do Don’t She has also shifted her mindset.
Dealing with Your Incompetent Boss - Amy Gallo
Not everyone of us is fortunate enough to work for a supportive boss who knows how to strike the perfect balance between being democratic and a disciplinarian. In fact, if you firmly believe that you currently work for a bad boss, perhaps it’s better for you to simply take consolation in the fact that you are not alone. If you have a recent experience of working with your boss and trying to engage them in a productive and professional relationship – and you have miserably failed – then this article is made for you. Stop letting a bad boss ruin your career. Start playing out the disadvantages and transforming them into advantages instead. If you work for a bad boss, it’s better for you to: 1. Take a look at how you’re doing at work. If you’ve objectively come to the conclusion that it’s not your fault your boss is acting this way, let go of the control. The behavior of your boss is caused by an external factor outside of your control. 2. 3. Be sensitive to your department’s needs. 4. 5. 6.
7 Things To Do If You Work For A Bad Boss
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Thousands of teachers, professional developers, and teacher educators throughout the United States and internationally are using the assessment probes and FACTs. If you have a strategy or tip for using these resources that you would be willing to share on this web site, please contact Page Keeley by clicking on the Contact button at the top of this page. Please check back regularly as new ideas are shared and added. Robert Miller, a fifth grade teacher in Florida, has created a set of video probes, based on the Uncovering Student Ideas series, that students respond to using Edmodo. Cl-Ev-R Poster for Probe Explanations- Thanks to William Rewitz, Puyallup, WA, who teaches at the Bethel School District. Traffic Light Slider- Thanks to my colleague, Cheryl Rose-Tobey, for sharing this idea. The Tricycle Demo- This demonstration was used to elicit students' ideas about motion in the direction of a net force. Is It a Model?
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The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires. William A. Ward Bill Gates said, “I believe in innovation and that the way you get innovation is you fund research and you learn the basic facts… I’m enough of a scientist to want to say, ‘What is it about a great teacher?” Teacher Moves combine a broad knowledge of techniques with an understanding of how, when, and under what circumstances they can be strategically applied. In no particular order and without any empirical evidence to support the claim, we concur with Michael Goldstein’s conclusions about the five things that teachers care most about (Adapted from: Studying Teacher Moves, 2012) The Teacher Moves section has been adapted from the above list and organized according to the needs and wants that all teachers seem to share.
Teacher Moves Resources | Tennessee Curriculum Center
Compello Blog PPI Capacity Planning Portfolio Planning application helps the enterprises to optimize their portfolios according to their resource capacities. For such optimization, organizations are forced to overcome two challenges : The first one is the task of identifying the best-fit resources based on skill, availability, role etc. The second challenge is how to track the resource capacity and utilization for Project- and non-project works. The PPI Capacity Planning report allows you to implement resource allocations, which can accurately reflect your Project- and proposal priorities and schedulings in detail. usage. Compello has specifically developed capacity planning for Resource Managers, PMO Managers and Portfolio Managers, who make important Project- /proposal-commitment decisions, analysing the prevailing limitations of resources or capacity information. The Capacity planning report provides the following advantages to the management : - Portfolio Management - Demand Management
PPI Capacity Planning
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