Parent Handbook & Team Code of Conduct
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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. -
Mcofs Climbing Wall Specifications
THE MOUNTAINEERING COUNCIL OF SCOTLAND The Old Granary West Mill Street Perth PH1 5QP Tel: 01738 493 942 Website: www.mcofs.org.uk SCOTTISH CLIMBING WALLS: Appendix 3 Climbing Wall Facilities: Specifications 1. Climbing Wall Definitions 1.1 Type of Wall The MCofS recognises the need to develop the following types of climbing wall structure in Scotland. These can be combined together at a suitably sized site or developed as separate facilities (e.g. a dedicated bouldering venue). All walls should ideally be situated in a dedicated space or room so as not to clash with other sporting activities. They require unlimited access throughout the day / week (weekends and evenings till late are the most heavily used times). It is recommended that the type of wall design is specific to the requirements and that it is not possible to utilise one wall for all climbing disciplines (e.g. a lead wall cannot be used simultaneously for bouldering). For details of the design, development and management of walls the MCofS supports the recommendations in the “Climbing Walls Manual” (3rd Edition, 2008). 1.1.1. Bouldering walls General training walls with a duel function of allowing for the pursuit of physical excellence, as well as offering a relatively safe ‘solo’ climbing experience which is fun and perfect for a grass-roots introduction to climbing. There are two styles: indoor venues and outdoor venues to cater for the general public as a park or playground facility (Boulder Parks). Dedicated bouldering venues are particularly successful in urban areas* where local access to natural crags offering this style of climbing is not available. -
Wrestling with Liability: Encouraging Climbing on Private Land Page 9
VERTICAL TIMESSection The National Publication of the Access Fund Winter 09/Volume 86 www.accessfund.org Wrestling with Liability: Encouraging Climbing on Private Land page 9 CHOOSING YOUR COnseRvatION STRateGY 6 THE NOTORIOUS HORsetOOTH HanG 7 Winter 09 Vertical Times 1 QUeen CReeK/OaK Flat: NEGOTIATIONS COntINUE 12 AF Perspective “ All the beautiful sentiments in the world weigh less than a single lovely action.” — James Russell Lowell irst of all, I want to take a moment to thank you for all you’ve done to support us. Without members and donors like you, we would fall short F of accomplishing our goals. I recently came across some interesting statistics in the Outdoor Foundation’s annual Outdoor Recreation Participation Report. In 2008, 4.7 million people in the United States participated in bouldering, sport climbing, or indoor climbing, and 2.3 million people went trad climbing, ice climbing, or mountaineering. It is also interesting to note that less than 1% of these climbers are members of the Access Fund. And the majority of our support comes from membership. We are working on climbing issues all across the country, from California to Maine. While we have had many successes and our reach is broad, just imagine what would be possible if we were able to increase our membership base: more grants, more direct support of local climbing organizations, and, ultimately, more climbing areas open and protected. We could use your help. Chances are a number of your climbing friends and partners aren’t current Access Fund members. Please take a moment to tell them about our work and the impor- tance of joining us, not to mention benefits like discounts on gear, grants for local projects, timely information and alerts about local access issues, and a subscrip- tion to the Vertical Times. -
2. the Climbing Gym Industry and Oslo Klatresenter As
Norwegian School of Economics Bergen, Spring 2021 Valuation of Oslo Klatresenter AS A fundamental analysis of a Norwegian climbing gym company Kristoffer Arne Adolfsen Supervisor: Tommy Stamland Master thesis, Economics and Business Administration, Financial Economics NORWEGIAN SCHOOL OF ECONOMICS This thesis was written as a part of the Master of Science in Economics and Business Administration at NHH. Please note that neither the institution nor the examiners are responsible − through the approval of this thesis − for the theories and methods used, or results and conclusions drawn in this work. 2 Abstract The main goal of this master thesis is to estimate the intrinsic value of one share in Oslo Klatresenter AS as of the 2nd of May 2021. The fundamental valuation technique of adjusted present value was selected as the preferred valuation method. In addition, a relative valuation was performed to supplement the primary fundamental valuation. This thesis found that the climbing gym market in Oslo is likely to enjoy a significant growth rate in the coming years, with a forecasted compound annual growth rate (CAGR) in sales volume of 6,76% from 2019 to 2033. From there, the market growth rate is assumed to have reached a steady-state of 3,50%. The period, however, starts with a reduced market size in 2020 and an expected low growth rate from 2020 to 2021 because of the Covid-19 pandemic. Based on this and an assumed new competing climbing gym opening at the beginning of 2026, OKS AS revenue is forecasted to grow with a CAGR of 4,60% from 2019 to 2033. -
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. -
Improving Rock Climbing Safety Using a Systems Engineering Approach
Lyle Halliday u5366214 Improving Rock Climbing Safety using a Systems Engineering Approach ENGN2225- Systems Engineering and Design, Portfolio Abstract This portfolio outlines an application of Systems Engineering methods to the sport of Rock climbing. The report outlines an organized, logical analysis of the system that is involved in making this sport safe and aims to improve the system as a whole through this analysis. Steps taken include system scoping, requirements engineering, system function definition, subsystem integration and system attributes which contribute toward a final concept. Two recommendations are made, one being a bouldering mat which incorporates the transportation of other equipment, the other being complete, standardised bolting protocols. These concepts are then verified against the design criteria and evaluated. 1.0 System scoping: A systematic way of establishing the boundaries of the project and focusing the design problem to an attainable goal. The project focuses on Lead Climbing. 2.0 Requirements engineering: Establishing the true requirements of climbers, and what they search for in a climbing safety system 2.1 Pairwise Analysis: Establishing safety, ease of use and durability as primary design goals 2.2 Design Requirements and Technical Performance Measures: Specifying the design requirements into attainable engineering parameters. 2.3 House of Quality: Identifying the trade-offs between safety and functionality/ cost and the need for a whole-of-systems approach to the problem, rather than a component approach. 3.0 System Function Definition: Establishing concepts and system processes. 3.1 Concept Generation and Classification: Identifying possible and existing solutions on a component level and taking these to a subsystem level. -
Strategy for Tourism Development in Protected Areas in Georgia
STRATEGY FOR TOURISM DEVELOPMENT IN PROTECTED AREAS IN GEORGIA Transboundary Joint Secretariat for the Southern Caucasus ASSESSING AND DEVELOPING THE ECO-TOURISM POTENTIAL OF THE PROTECTED AREAS IN GEORGIA Contract number: 2008.65.550 / 2013.11.001 Version: Final 26.03.2015 Issue/Version No.: Final Contract No.: 2008.65.550 / 2013.11.001 Date: 26.03.2015 Authors: Janez Sirse/Lela Kharstishvili Contact Information: Paula Ruiz Rodrigo Österreichische Bundesforste AG Consulting Pummergasse 10-12 3002 Purkersdorf Austria T: +43 2231 600 5570 F: +43 2231 600 5509 [email protected] www.oebfconsulting.at Financed by: Transboundary Joint Secretariat/APA ASSESSING AND DEVELO PING THE ECO - TOURISM POTENTIAL OF T H E PROTECTED AREA S IN GEORGIA TOURISM STRATEGY - FINAL CONTENT ANNEXES ....................................................................................................................... iii LIST OF FIGURES ............................................................................................................ iv LIST OF TABLES .............................................................................................................. v ACRONYMS AND ABBREVIATIONS ..................................................................................... vi 1 INTRODUCTION .................................................................................................. 8 2 METHODLOGY .................................................................................................. 10 3 PROTECTED AREAS AND PROFILE OF SELECTED -
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 ......................................................................................................... -
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.