Putting Your Company ’ s Whole Brain to Work present by Azhar Gawarir Dr.Thomas li-Ping Tang.

Slides:



Advertisements
Similar presentations
The Instant Team How to Collaborate with Anyone, Anywhere, Anytime LawNet 2003 Andrea J. Daeubler.
Advertisements

Team “Japan” BA352 Section 005
THE DOS AND DONTS OF GIVING EFFECTIVE FEEDBACK TO COLLEAGUES January 24, 2012 Department of Medicine.
Developmentally Appropriate Practice
“ Chere pe Chera” ( Famous person among HVETIAN) Presented By SUJIT KUMAR SAHOO D.D College Unit. Keonjhar.
Chapter 7 Turning People into Team Players
Cultivating Student Leadership in the Classroom. Leadership: simply stated, is someone who has the ability to alter the behavior of others.
Level 3 Award in Leadership and Management Workshop 5 - Presentation
The Influence of Culture on Caregiving
Communication systems
Differences and Diversity
Challenges & Benefits of Cultural Diversity
Knowledge Management From Harvard Business Review Harihur Dsilva MIS Graduate Student.
12 Entrepreneurship Managing New Ventures for Growth.
Equality and Diversity: Resource for Level 4 students
Blue Nile State L/M Training Part I February 2-6, 2008 Individual Leadership: Understanding Your Communication Style Session 5 Anita Verna Crofts Elisabeth.
Chapter 8: Organizational Culture
 Leadership is inspiring and helping people to work toward a goal. …Leadership is an Influence Relationship How can I lead others if I haven’t learned.
Chapter 10 Improving Performance Through Empowerment, Teamwork, and Communication Learning Goals Describe why & how organizations empower employees. Distinguish.
> > > > Improving Performance Through Empowerment, Teamwork, and Communication Chapter 10.
Building Effective Interpersonal Relationships
Adeyl Khan, Faculty, BBA, NSU 4 Chapter 8: Management, Leadership, and the Internal Organization 5 Chapter 9: Human Resource Management, Motivation, and.
7 Management and Leadership 7-1 Management Functions and Styles
5-1©2005 Prentice Hall Understanding and Managing Organizational Behavior 4th Edition 5: Learning and Creativity Chapter 5: Learning and Creativity JENNIFER.
In the Learning of Second lg PROCESS Assosiation, tansfer Stimulus –responde reacting to reinforcement Ability of seven inteligences STYLES Tendencia.
Week 3 – Interdisciplinary Nature of Studying Organizations
Leadership Qualities with Charan Sarai Practice Manager Adviser.
© 2011 Cengage Learning. All rights reserved. Chapter 13 Conflict and Negotiation Learning Outcomes 1.Describe the nature of conflicts in organizations.
Expressing Yourself Effective Communication. Number your white board to 15.
EFFECTIVE COMMUNICATION How to Use Emotional Intelligence to Effectively Communicate in the Workplace Dr. Martin Armstrong, CPP, MBA, DBA.
15-1 Effective Groups and Teams Chapter Learning Objectives 1. Define teams and the advantages and disadvantages of teams. 2. Identify the types.
Managing Conflict and Negotiating
NATURE OF OB Total System Approach Nature of Organisational behaviour
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Lesson 3 : Guidelines to Listening and Speaking.
Innovations 2003, Phoenix, AZ Ned D. Young, Ph.D. Professor, Management Sinclair Community College Using an interactive SCANS simulation to improve student.
Topic III: Team Building Developing teams that work well…and then working well within a team… Teamwork requires brains that are working well! Ellen Marshall,
Symbol Cards Accountable Talk Jig Saw Accountable Talk: Text Based discussion Creating our virtual classroom Stage 1 – Setting the stage for Learning –Goals,
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 9 Groups and Their Influence.
EMPOWERING EMPLOYEES Empowerment Giving employees authority and responsibility to make decisions about their work. Sharing Information and Decision-Making.
Unit II – Leadership Skills Chapter 2 - Leadership Section 1 – Leadership Behavior and Styles.
YOU'VE CHOSEN YOUR TEAM August 1997 HOW DO YOU MAKE IT WORK? BERLING ASSOCIATES C 1997 R. Michael O'Bannon and Berling Associates.
Generational Identity in the Workplace
An essential part of workplace success!
0 Building a Better Work Environment. 1 What would we like to do today? This program aims to improve the culture of our workplaces by improving the level.
Alice price rushmore.  Learn about your personality traits  Explore the different personalities  Discover your personal communication style.
  CONSUMER BEHAVIOR “ROYAL ATTA”.
Haslina/Topic 11 INTRODUCTION : COMMUNICATION FOR MANAGERS Meeting 1/Session 1 Saturday, 20 February 2010.
4 Communicating and Working in Teams “Coming together is a beginning. Keeping together is progress. Working together is success.” ― Henry Ford, American.
TEAM, ORGANIZATIONAL, AND INTERNATIONAL CULTURE Chapter 14.
1 By: Ms. Adina Malik (ALK) Agents, Constituencies, Audiences Coalitions Multiple Parties and Teams By: Ms. Adina Malik (ALK)
Chapter 10. Green/Red Modes Convergence Doubting Contraction Divergence Believing Expansion.
Affinity The degree to which persons like or appreciate one another.
Copyright © 2005 by South-Western, a division of Thomson Learning, Inc. All rights reserved. Part 3 Management: Empowering People to Achieve Business Objectives.
4 Communicating and Working in Teams “Coming together is a beginning. Keeping together is progress. Working together is success.” ― Henry Ford, American.
Virtually Indistinguishable: Keeping Course integrity while changing to an online format Jenny C. Wells, Ph.D. and Drue E. Narkon, Ph.D. University of.
Types of Supervisory Skills
TEAM BUILDING. WHY IS TEAM BUILDING IMPORTANT? YOUR ABILITY TO GET ALONG WITH OTHER PEOPLE, AND USING TEAMWORK WILL LARGELY DETERMINE HOW SUCCESSFUL YOU.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Modern Supervision: Concepts and Skills Work hard, have high.
YOU WANT ME TO WORK WITH WHO????? A GUIDE TO WORKING WITH DIFFICULT PEOPLE.
Managing Conflict in Relationships Unit Conflict Conflict has been defined as "an expressed struggle between at least two interdependent parties.
Chapter 7 Understanding Families’ Goals, Values, and Culture
Putting Diversity to Work
The Uh-Oh Syndrome with Steve Robbins
Parenting Program Dr. Rebecca Rahschulte, Ph.D., NCSP
and used with the permission of the author.
Academic Leadership Orientation
Conflict and Negotiation
Conflict and Negotiation
Presentation transcript:

Putting Your Company ’ s Whole Brain to Work present by Azhar Gawarir Dr.Thomas li-Ping Tang

 Biography for the author  introduction  Why then is it only now becoming so necessary for managers to understand those differences?  Innovate or Fall Behind  How We Act  Conclusion

 She is Professor of Business Administration.  she was joined the Harvard faculty in 1983 after teaching for three years at the Sloan School of Management at the Massachusetts Institute of Technology.  She earned her Ph.D. from Stanford University.

 She is a behavioral scientist at the RAND Corporation  She is an adjunct associate professor in the Human-Computer Interaction Institute at Carnegie Mellon University.  she was received her B.A. in psychology from the University of Michigan, Ann Arbor, and her M.A. and Ph.D. in industrial/organizational psychology from the University of Illinois at Urbana- Champaign.

We know that different people have different ways to tackle the world and when people from these different culture interact in one place or one company,and the manger want them to be one hand and To make these differences in thinking be in the interest of the company.

 Because today’s complex products demand integrating the expertise of individuals who do not innately understand one another. Today’s pace of change demands that these individuals quickly develop the ability to work together. If abrasion is not managed into creativity, it will constrict the constructive impulses of individuals and organizations alike. Rightly harnessed, the energy released by the intersection of different thought processes will propel innovation

 A widely-accepted rule of business states that if a company fails to continuously innovate it will fall behind for that i believe that the innovation is the main reason for any company or corporation to be success.  XMH4

1. Comfortable Clone Syndrome: is the desire to surround ourselves with people who think and act like we do to avoid conflict and the discomfort of being around others who are simply, in our eyes, strange and difficult. 2. Unable to manage employees with a variety of thinking styles

 Understand Yourself  When you identify your style you will gain insight of your preferences in thinking and communication.  Your style can repress the very creativity you seek from you employee

 Don’t treat people the way you want to be treated   Tailor the communication to the receiver instead of the sender  In a cognitively diverse environment, a message sent is not necessarily a message received   Information must be delivered in the preferred “language” of the recipient if it is to be received at all

 Create Whole-Brained Teams.   The solution rests not in using our brains more but in using them more effectively.  Whole brain thinking allows us to understand, and appreciate

 An ugly duckling is someone who grew up feeling unattractive, with low resultant self esteem, and often a good personality to compensate. that person blossoms into an attractive person, but retains the good personality. This syndrome can occur in the workplace as well; an employee might start slow, with below average productivity and success, but become successful and productive later in his career.

 Successful managers spend time getting members of divers groups acknowledge their differences often through a joint exploration of the results of a diagnostic analysis and devise guidelines for working together before attempting to action the problem at hand  Set common goals  Make operation guide lines explicit  Set up agendas ahead of time

 People who do not understand cognitive preferences tend to personalize conflict, avoid it  Varying approaches to perceiving and assimilating data, making decisions, solving problems, and relating to other people, these approaches are preferences Every one has a preferred habit of thought that influences how they make decisions and interact with others

 Diagnostic instrument only measure one aspect of personality: preferences in thinking styles and communication Preferences tend to be stable but life experience can affect them.

 In today's organizations multiple view points need to be taken into account and effective understanding of different human personality has not altered through out recorded history. problem solving methodologies can help the innovation process.People have always had distinct preferences in their approaches to problem solving.

 /ca _ htm  europe.com/uk/pdf/12_short_cases.pdf  whole-brain-to-work/ar/1  =bio&facEmId=dleonard  an_Straus  ml

THANK YOU