Position-Specific Rugby Skills Handbook About This Handbook
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Manager Cascade, Edit, Or Discontinue Goal(S) in Workday
Talent Management: Cascade, Edit, or Discontinue Goals Manager Managers have the ability to add department-based goals or • Check the Include Subordinate Organizations to cascade cascade organization goal. Managers can also edit in-progress goals throughout all supervisory organization below yours. or discontinue a goal that is no longer relevant to the employee. 6. Click OK. • Write Team Goal 7. Write the goal in the Goal field. Add a detailed, SMART • Cascade Organizational Goal description. • Edit or Discontinue a Goal 8. Click the Category box to select if this is either an Organizational or Team goal. • View Team’s Goals 9. Editable will be pre-selected. This allows the employee to edit Tasks the goal title. 10. Click Submit. Write Team Goal Cascade Organizational Goal 1. From the Workday home page, click on the Team Performance app. Goals may be cascaded from a higher level of leadership, down through each level to reach all supervisory organizations. This 2. From the Actions column, click on the Add Goal to Employees section will include the steps of the leader writing the goal and the menu item. approval step of the immediate supervisor of the employee receiving the goal. 3. Select Create New Goal. Organizational Goal Writer: 4. To add to immediate team, use the Employees field: 1. Complete steps 1-3 and skip step 4 of Add Goal to Employee. • Select My Team and select individuals or 2. In step 5, click Ctrl, the letter A and Enter to select entire • Click Ctrl, the letter A and then hit Enter to select all. -
Chapter 6 – Group and Team Performance 90
Chapter 6 – Group and Team Performance 90 CHAPTER 6 – Group and Team Performance OBJECTIVES The major purpose of this chapter on group process and effectiveness is to introduce the student to ways to think about interacting groups so that they will become more effective members and leaders of them. Every student has had some experience with both social and task groups that they can call on as they study this topic. Our first objective in this chapter is to focus on how central these groups are to our lives. We also attempt to impress on the students that they will likely spend large proportions of their work hours in small group settings, because modern management appears to be making increasing use of teams or other small groups to solve problems, make decisions, and execute tasks. The next objective is to help student understand the many types of groups they may be involved with and how groups vary by purpose and organization. Another objective is to introduce students to a basic model of group effectiveness that includes influences from the environment within which the group operates. Environmental influences can have a critical impact on group effectiveness and the different types of influences are considered. At this point the chapter changes its focus to give more emphasis to internal group dynamics by covering such topics as cooperation and competition. Here, one objective is to introduce students to group development and the process by which groups become (or fail to become) mature. Another objective is to introduce the role of norms in influencing group member behavior. -
Shared Leadership Underpinning of the MLCF
Shared Leadership Underpinning of the MLCF A key product from the Enhancing Engagement in Medical Leadership project has been the development of a Medical Leadership Competency Framework (MLCF). This document defines the skills and competences needed by doctors to engage effectively in the planning, provision and improvement of health care services. It applies to all doctors and is intended to be acquired across the medical career at each appropriate level (Undergraduate, Postgraduate and Continuing Practice). It is therefore not aimed at specific, positional leaders but is seen as a set of competences that should be fully integrated into the medical role and not a separate function. The philosophical leadership model that underpins this approach is that of shared leadership, a more modern conception of leadership that departs from traditional charismatic or hierarchical models. In working with the MLCF it is useful to understand the shared leadership approach and this paper is an attempt to provide a simple description and guide to the shared leadership model, and to answer some of the questions about shared leadership that have been asked during the development of the MLCF: • What is shared leadership? • How does shared leadership underpin the MLCF? • How does shared leadership relate to positional leadership? • Where is the evidence that shared leadership works and what can we learn from other settings? • What evidence is there from health care and how do we apply shared leadership in a clinical setting? • What do the critics of shared leadership say? What is shared leadership? Leadership in any context has historically been described in relation to the behaviour of an individual and their relationship to their followers. -
Team Leadership Styles
Team Leadership Styles Leadership Skills Team FME www.free-management-ebooks.com ISBN 978-1-62620-988-6 Copyright Notice © www.free-management-ebooks.com 2013. All Rights Reserved ISBN 978-1-62620-988-6 The material contained within this electronic publication is protected under International and Federal Copyright Laws and treaties, and as such any unauthorized reprint or use of this material is strictly prohibited. You may not copy, forward, or transfer this publication or any part of it, whether in elec- tronic or printed form, to another person, or entity. Reproduction or translation of any part of this work without the permission of the copy- right holder is against the law. Your downloading and use of this eBook requires, and is an indication of, your complete acceptance of these ‘Terms of Use.’ You do not have any right to resell or give away part, or the whole, of this eBook. TEAM LEADERSHIP STYLES Table of Contents Preface 2 Visit Our Website 3 Introduction 4 Team Examples 6 Development Team Example 7 Customer Support Team Example 9 Steering Team Example 10 Leadership Theories 13 Early Trait Theories 13 Leadership for Management 16 Transactional Leadership 17 Applied to the Team Examples 19 Transformational Leadership 22 Applied to the Team Examples 24 Situational Leadership® 26 Applied to the Team Examples 28 The Leadership Continuum 30 Applying this Style to the Team Examples 32 Summary 34 Other Free Resources 35 References 36 ISBN 978-1-62620-988-6 © www.free-management-ebooks.com 1 TEAM LEADERSHIP STYLES Preface This eBook has been written for managers who find themselves in a team leadership role. -
An Insider's Look at Seattle's Backyard - South Sound Magazine
6/17/2021 An Insider's Look at Seattle's Backyard - South Sound Magazine SUBSCRIBE TO THE MAGAZINE STORE EVENTS CALENDAR EAT+DRINK HOME+GARDEN CULTURE STYLE WELLNESS TRAVEL ADVERTISE ARCHIVE CULTURE An Insider’s Look at Seattle’s BaCkyard Follow along as our team of editors, writers, and designers explore the communities we report on By South Sound sta | October 29, 2019 Photos by Kate Orum POPULAR CONTENT Sunday Brunch is Back at https://southsoundmag.com/exploring-things-to-do-see-and-eat-in-seattles-backyard/ 1/4 6/17/2021 An Insider's Look at Seattle's Backyard - South Sound Magazine he Seattle Southside Regional Tourism Authority (RTA) invited staff from 1 Tacoma’s Stink, Cheese & South Sound and South Sound Business magazines to, as RTA’s tagline Meat T reads, “Explore Seattle’s Backyard,” and we came away Friday with Art Collaboration Brings appreciation for how much is going on within the cities of Des Moines, 2 New Exhibit to Oly’s SeaTac, and Tukwila. Downtown RTA’s role is to strengthen travel and tourism in the Greater Seattle region Get Your Green-Thumb on in partnership with the three cities, said Katherine Kertzman, RTA’s 3 at Renton’s Plantasia Plant president and CEO, who kicked off our tour with an introduction to the and Garden Show organization, its history and mission, destination video, and a summary of T-Town Rocks Music the impact of travel and tourism in the jurisdiction. Seattle’s Southside 4 Festival Coming this July packs quite an economic punch, we learned, hosting the second-highest concentration of hotel rooms in the state, about 9,000 (with more under 5 Take-and-Bake Mexican construction), and 4 million-plus visitors last year who spent more than from the Matador $771 million. -
Organizational Change and Development Chapter 12
Organizational Change and Development Chapter 12 ORGANIZATIONAL CHANGE AND DEVELOPMENT Introduction Change is a constant, a thread woven into the fabric of our personal and professional lives. Change occurs within our world and beyond -- in national and international events, in the physical environment, in the way organizations are structured and conduct their business, in political and socioeconomic problems and solutions, and in societal norms and values. As the world becomes more complex and increasingly interrelated, changes seemingly far away affect us. Thus, change may sometimes appear to occur frequently and randomly. We are slowly becoming aware of how connected we are to one another and to our world. Organizations must also be cognizant of their holistic nature and of the ways their members affect one another. The incredible amount of change has forced individuals and organizations to see “the big picture” and to be aware of how events affect them and vice versa. Organizational development (OD) is a field of study that addresses change and how it affects organizations and the individuals within those organizations. Effective organizational development can assist organizations and individuals to cope with change. Strategies can be developed to introduce planned change, such as team-building efforts, to improve organizational functioning. While change is a “given,” there are a number of ways to deal with change -- some useful, some not. Organizational development assists organizations in coping with the turbulent environment, both internally and externally, frequently doing so by introducing planned change efforts. Organizational development is a relatively new area of interest for business and the professions. While the professional development of individuals has been accepted and fostered by a number of organizations for some time, there is still ambiguity surrounding the term organizational development. -
Supported Employment Fidelity Review Manual
SUPPORTED EMPLOYMENT FIDELITY REVIEW MANUAL Deborah R. Becker Sarah J. Swanson Sandra L. Reese Gary R. Bond Bethany M. McLeman Copyright © 2008, 2015 by all original copyright holders. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without the written permission of the rights holder. SUPPORTED EMPLOYMENT FIDELITY REVIEW MANUAL A companion guide to the evidence-based IPS Supported Employment Fidelity Scale Deborah R. Becker Sarah J. Swanson Sandra L. Reese Gary R. Bond Bethany M. McLeman Dartmouth Psychiatric Research Center Third Edition December, 2015 TABLE OF CONTENTS PREFACE .......................................................................................................................... iv INTRODUCTION .............................................................................................................. v Chapter 1: Introduction to IPS Supported Employment Fidelity .............................. 1 IPS Supported Employment Overview ........................................................................... 1 Overview of the IPS Supported Employment Fidelity Scale .......................................... 3 Sources of Information ............................................................................................... 5 What is Rated? ............................................................................................................ 5 Unit of Analysis ......................................................................................................... -
Ergebnisse Heute - Freitag, 01.10.2021
Ergebnisse Heute - Freitag, 01.10.2021 Fußball 1 Lyga Halbzeit Endstand FH1 01.10. 18:00 FK Atmosfera : FK Banga B 1:0 3:3 1. CFL Halbzeit Endstand BK6 01.10. 17:00 FK Jezero Plav : Iskra Danilovgrad 1:0 1:0 1. Division Halbzeit Endstand AF8 01.10. 10:00 FC Kyzylzhar-M : FK Ekibastuz 1:0 1:1 AF7 01.10. 12:00 FK Maktaaral : FC Oqschetpes 1:0 1:3 BG8 01.10. 12:00 Kyran Shymkent : FK Aksu 0:1 1:3 CH8 01.10. 12:00 Fk Shakhtar Bulat : Igilik 3:0 6:0 CD46 01.10. 17:00 PAEEK : AEL Limassol 1:0 1:3 B36 01.10. 18:30 FC Fredericia : Lyngby BK 0:1 0:2 FG79 01.10. 19:00 Apollon Limassol : AEK Larnaca 0:2 CFM 01.10. 19:00 Hobro IK : BK Fremad Amager 3:0 5:0 1. HNL Halbzeit Endstand A25 01.10. 18:00 HNK Sibenik : HNK Gorica 0:2 1:2 1. Lig Halbzeit Endstand C69 01.10. 19:00 Altinordu Izmir : Menemen Belediy. 1:0 1:0 2. Bundesliga Halbzeit Endstand 478 01.10. 18:30 Werder Bremen : 1. FC Heidenheim 0:0 3:0 589 01.10. 18:30 FC Erzgebirge Aue : Hamburger SV 1:0 1:1 2. Division Halbzeit Endstand AFN 01.10. 16:00 Othellos Athienou : Als Omonia 0:2 0:4 2. Division Norra Gotaland Halbzeit Endstand HL3 01.10. 18:30 IFK Skövde FK : IFK Tidaholm 1:1 5:1 Alle Angaben ohne Gewähr. Quotenänderungen vorbehalten. Es gelten die ausgehängten Wettbestimmungen. -
Groups & Teams
Organizational Behavior and Organizational Change Groups & Teams Roger N. Nagel Senior Fellow & Wagner Professor Lehigh University 1 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 Topics in this Presentation Why people join groups The Five-Stage Model of Group Development Group Structure: ¾ Conformity, Status, Cohesiveness Group - Decision Making e l e v e n t h e d i t i o n ¾ Group - Decision Making Techniques » Group think, Groupshift o r g a n i z a t i o n a l b e h a v i o r ¾ Interacting Groups ¾ Nominal Group Technique ¾ Brainstorming stephen p. robbins ¾ Electronic Meeting 2 Evaluating Group Effectiveness Why Have Teams Become So Popular? “Organizational“Organizational behavior” behavior” Team Versus Group: What’s the Difference EleventhEleventh Edition Edition ¾ Comparing Work Groups and Work Teams ByBy Steve Steve Robbins Robbins Types of Teams ISBNISBN 0-13-191435-9 0-13-191435-9 A Team-Effectiveness Model ReferenceReference Book Book Beware: Teams Aren’t Always the Answer 2 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 Groups A group is defined as two or more individuals ¾ Interacting and interdependent, ¾ who have come together to achieve particular objectives. Groups can be either formal or informal. Members similar or dissimilar 3 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 Why People Join Groups • Security • Status • Self-esteem • Affiliation • Power • Goal Achievement E X H I B I T 8–1 E X H I B I T 8–1 Page 239 Page 239 4 CSE & Enterprise Systems Center Lehigh University Roger N. -
Why Aren't You Watching?
“Thrilling WNBA Playoffs Only Given 3% of Sports Spotlight,” by Lindsay Gibbs and Tori Burstein, Power Plays / xx Covering the Coverage. October 22, 2020. xxi “7 Ways to Improve Coverage of Women’s Sports,” by Shira Springer, Nieman Reports. January 7, 2019. “Chasing Equity: The Triumphs, Challenges, and Opportunities in Sports for Girls and Women,” A Women’s Sports xxiii Foundation Research Report, January 2020. Women’s Sports “Basketball’s Growing Gender Wage Gap: The Evidence The WNBA Is Underpaying Players,” by David Berri, Forbes xxiv Magazine. September 20, 2017. xxv “The WNBA’s New CBA, Explained,” by Matt Ellentuck, SB Nation. January 14, 2020. Why Aren’t You Watching? xxvi “NWSL, Players’ Association Pursue First CBA,” AP News, April 7, 2021. xxvii “WNBA Teams Find Success Through Creative Partnerships,” by Bailey Knecht, Front Office Sports. October 10, 2018. “Budweiser’s New Call to Action to Support Women’s Hockey,” by David Brown, The Message: A New Voice for a xxviii New Age of Canadian Marketing. November 7, 2019. “NCAA Withheld Use of Powerful ‘March Madness’ Brand From Women’s Basketball,” By Rachel Bachman, Louise xxix Radnofsky and Laine Higgins, Wall Street Journal. March 22, 2021. “Forbes Top 100 Highest Paid Athletes in the World,” by Kurt Badenhausen, Christina Settimi and Kellen Becoats, xxx Forbes Magazine. May 21, 2020. xxxi “No WNBA Player Has Her Own Shoe, But Why?” by Kelly Whiteside, New York Times. August 26, 2017. xxxii “Becky Sauerbrunn on the first women’s soccer cleats (ever!)” by Megan Ann Wilson, ESPN.com. November 29, 2016. e know a lot has been written about This is a complex issue that will not be solved by women’s sports, especially pertaining one part of the industry. -
RUGBY GENERAL DESCRIPTION of the GAME Rugby Is Played at a Fast Pace, with Few Stoppages and Continuous Possession Changes
RUGBY GENERAL DESCRIPTION OF THE GAME Rugby is played at a fast pace, with few stoppages and continuous possession changes. All players on the field, regardless of position, must be able to run, pass, kick and catch the ball. Likewise, all players must also be able to tackle and defend, making each position both offensive and defensive in nature. There is no blocking of the opponents like in football. A rugby match consists of two 40-minute halves. FIELD OF PLAY Rugby is played on a field, called a pitch, that is longer and wider than a football field, more like a soccer field. A typical pitch is 100 meters (110 yards) long 70 meters (75 yards) wide. Additionally, there are 10-22 meter end zones, called the in-goal area, behind the goalposts. The goalposts are 'H'-shaped cross bars located on the goal line and are the same size as American football goalposts. THE BALL The rugby ball is made of leather or other similar synthetic material that is easy to grip and does not have laces. Rugby balls are made in varying sizes (3, 4 or 5) for both youth and adult players. Like footballs, rugby balls are oval in shape, however are rounder and less pointed than footballs to minimize the erratic bounces we see in football. PLAYERS & POSITIONS A rugby team has 15 players on the field of play, both American football and soccer have 11 players on each team. In rugby, each team is numbered the exact same way. The number of each player signifies that player's position. -
Regional Outlook Retail Sales 4 Two Realities, One Recession Construction 5 There Is an Old Joke That Has Two Economists Walking Down the Street
VOLUME 28 • ISSUE 3 • SEPTEMBER 2020 CENTER OF ECONOMIC AND BUSINESS RESEARCH • 1 WHAT’S INSIDE Regional Outlook Retail Sales 4 Two Realities, One Recession Construction 5 There is an old joke that has two economists walking down the street. One points Special Topic 6 to a $100 bill on the ground. The other says there is no reason to pick it up – after all, Forecast Detail 7 if it were a real $100 bill, someone else would have already taken it. So off they go. COVID-19 Border Restrictions 8 Our version of that joke today is that one economist points to some data points – including the stock market – and concludes the economy is recovering. The other Washington State Economy 9 economist says it can’t be a real recovery, because real recoveries don’t include 10 Leading Index 12 percent unemployment, a growing number of bankruptcies, and other problems. But here we are. The joke pokes fun at economists for imagining On our minds this quarter: a national election, a pandemic, remote that people are rational working, remote learning, how families and respond to incentives and businesses are impacted by all of in predictable ways. For it and an economy that is operating at example, people would not about 80% of pre-COVID with strong leave $100 just lying on the variances by region. ground. But we do silly things There is a lot to consider. Are we at times. We are not always in recovery? What are the impacts rational. And the economy of less sports? Will wage disparities as a whole can feel a bit create long-lasting issues? What will irrational at times as well the impacts be on residential and (especially the stock market).