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 Operational Management کوچک کردن
What Coaching is (EI)? (Operational Management No. 67)
 Are you wondering what coaching is?
 
1397/6/9 تعداد بازدیدها : 175
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When Barry Met Sammy (Operational Management No. 66)
 Like most organisations, we haven’t inventoried our people’s capabilities and skills.
 
1397/1/15 تعداد بازدیدها : 275
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System Thinking - Tip of the Iceberg - The mysterious story of penguins, walruses,
and clams (Operational Management No. 65)
 Sparky gather his friends … and together they agreed to meet the walruses for a protocol.
 
1396/12/15 تعداد بازدیدها : 286
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An Introduction to Effective Lesson- Learning (Operational Management No. 64)
 Learning as an organisation needs a systematics, effective, managed approach to avoid repeat mistakes and deliver repeat successes.
 
1396/11/15 تعداد بازدیدها : 282
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Discover What You Know (Operational Management No. 63)
 Information When shared, Illuminated.
 
1396/10/15 تعداد بازدیدها : 207
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Share Your Wealth of Knowledge (Operational Management No. 62)
 To choose opens, make a commitment to build communities not boundaries and then come see how are free resources and technology services, give you the support you need.
 
1396/9/1 تعداد بازدیدها : 457
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The Cart - The Four Types of Team Members You Can Hire
(Operational Management No. 61)
 Learn how to precisely differentiate between productive and destructive people.
 
1396/7/1 تعداد بازدیدها : 330
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Snow and Avalanches - Knowledge and Risk's Management
(Operational Management Film No. 61)
 Knowledge allow us to know if we’re at risk of being in the wrong place at the wrong time.
 
1396/6/15 تعداد بازدیدها : 469
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The Vroom- Yetton- Jago Decision Model (Operational Management No. 59)
 Use the Vroom- Yetton- Jago Decision Model in new situations, or in ones which have unusual characteristics.
 
1395/10/15 تعداد بازدیدها : 1852
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How Good is Your Decision- Making? (Operational Management No. 58)
 You need a systematic approach to decision- making so that, no matter what type of decision you have to make, you can take decisions with confidence.
 
1395/10/1 تعداد بازدیدها : 2359
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How to Make Decisions - Making the Best Possible Choices
(Operational Management No. 57)
 When you’re making a decision that involves complex issues like these, you also need to engage your problem-solving, as well as decision-making skills.
 
1395/9/15 تعداد بازدیدها : 1304
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How to Fight Right on Your Team? (Operational Management No. 56)
 Bruce Tuckman was somebody who studied team dynamics in the '60s. He worked for the Navy. He studied teams there and he did a comprehensive literature search of all the work that had been to date about teams. He figured out four general stages of team development, which all teams go through in their dynamics.
 
1395/7/1 تعداد بازدیدها : 1640
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Personal Goal Setting (Operational Management No. 55)
 Goals are powerful motivators for developing your career.
 
1395/1/1 تعداد بازدیدها : 1916
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Do you want to be more innovative?! (Operational Management No. 54)
 Innovations like these may seem like the works of creative genius. But the truth is that they were created by ordinary people who needed new ways to solve the complex problems of their day.
 
1394/12/15 تعداد بازدیدها : 1838
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How Employee engagement affects your business
(Operational Management No. 52)
 Disengagement – which results from terrible managers.
 
1394/11/15 تعداد بازدیدها : 1242
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One Good Turn (Operational Management No. 51)
 Sir Norman Joseph Wisdom, OBE (4 February 1915 – 4 October 2010) was an English actor, comedian, and singer-songwriter best known for a series of comedy films produced between 1953 and 1966 featuring his hapless onscreen character Norman Pitkin.
 
1394/11/1 تعداد بازدیدها : 1916
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Coffee and Strategy: The Perfect Blend for Achieving Competitive Advantage
(Operational Management No. 50)
 First- mover advantage means The edge that a company gains by entering a particular market before any competitors.
 
1394/10/15 تعداد بازدیدها : 1520
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The Happiness Creed (Operational Management No. 49)
 I believe that happiness is an inside job, not dependent on money, home, or possessions; and I commit to living it.
 
1394/10/1 تعداد بازدیدها : 1335
(0)  
Restoring Employee Engagement (Operational Management No. 48)
 Because getting to work that is frustrating.
 
1394/9/15 تعداد بازدیدها : 1812
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Mr. Bean goes to town (Operational Management No. 41)
 This leads to an identity parade, where Bean does his best to discover the identity of the camera thief.
 
1394/9/1 تعداد بازدیدها : 1648
(0)  
The Turtle and the Rabbit - Management Lessons (Operational Management No. 40)
 First identify your core competency and change the playing field to suit your core competency.
 
1394/8/15 تعداد بازدیدها : 1855
(0)  
Six Habits of Empatic People (Operational Management No. 39)
 The great thing about Empathy is that you can learn it like driving a car or riding a bike …
 
1394/6/1 تعداد بازدیدها : 2180
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The Happiness Advantage (Operational Management No. 38)
 Can we get more people to choose the stairs by making it fun to do?
 
1394/5/15 تعداد بازدیدها : 1793
(0)  
Packaging Chocoate (Operational Management No. 37)
 If one piece of candy gets past you and undergo packing room unwrapped, you’re fired
 
1394/5/1 تعداد بازدیدها : 1613
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Moment of Truth (Operational Management No. 36)
 There are moments in our lives we have to decide who we really aren’t and who we want to become.
 
1394/4/15 تعداد بازدیدها : 2198
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A Peacock in the Land of Penguins - Creativity & Courage
(Operational Management No.35)
 When Perry arrived in “The Land of Opportunity” he found that it was totally different from the “Land of Penguins”.
 
1394/4/1 تعداد بازدیدها : 1946
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Integrity is … (Operational Management No. 34)
 Integrity means doing the right thing, for the right reasons, in the right way. Set the tone for respectful communication in the workplace with this impactful meeting opener on integrity and ethics.
 
1394/3/15 تعداد بازدیدها : 2111
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Burn Your “Org Chart” (Operational Management No. 33)
 Well we know people inside the organization work with their fellow employees they share critical information and expertise.
 
1394/3/1 تعداد بازدیدها : 2335
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A Complaint is a Gift (Operational Management No. 32)
 Always were known that bosses in a peculiar would get very upset when complaint came around.
 
1393/12/4 تعداد بازدیدها : 2433
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Stop the Drama and Do the Work (Operational Management No. 31)
 “The Drama Triangle” is a set of three interrelated scripted roles that tell us how to behave to create drama.
 
1393/12/3 تعداد بازدیدها : 2301
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Perceptional Position Resolves Conflict (Operational Management No. 30)
 Perceptional Position as a model you can use that will help you get more information and increase the likelihood a positive outcome.
 
1393/11/15 تعداد بازدیدها : 2184
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Porter’s Five Forces (Operational Management No. 29)
 Porter’s Five Forces is used to identify whether new products, services or businesses have the potential to be profitable. However it can be very illuminating when used to understand the balance of power in other situations.
 
1393/10/28 تعداد بازدیدها : 2962
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SWOT Analysis Video (Operational Management No. 28)
 Would you like to have a clear strategy in place to grow your business, but don't know where to start? If so, you'll find the SWOT Analysis tool very helpful.
 
1393/9/23 تعداد بازدیدها : 2644
(0)  
Group Decision Making that Works (Operational Management No. 27)
 If you are going to do consultative or group consultative decision making, be sure you have a disagree-and-commit contract before you start.
 
1393/9/18 تعداد بازدیدها : 2556
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Using the TOWS Matrix (Operational Management No. 26)
 At a practical level, the only difference between TOWS and SWOT is that TOWS emphasizes the external environment whilst SWOT emphasizes the internal environment.
 
1393/8/25 تعداد بازدیدها : 2504
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SWOT Analysis - Discover New Opportunities; Manage and Eliminate Threats
(Operational Management No. 25)
 Used in a business context, it helps you carve a sustainable niche in your market. Used in a personal context, it helps you develop your career in a way that takes best advantage of your talents, abilities and opportunities.
 
1393/8/24 تعداد بازدیدها : 2441
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Love It Or Shove It (Operational Management No. 24)
 For those problems that keep coming up in your life, start asking yourself, Love It Or Shove It?
 
1393/7/6 تعداد بازدیدها : 2433
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Seven Step Problem Solving (Operational Management No. 23)
 When you treat a complex problem like a simple one, you are likely to get caught in a loop; for every solution creates a new problem.
 
1393/7/2 تعداد بازدیدها : 2320
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Problem Solving within a Team (Operational Management No. 22)
 The first 50% of time in the meeting should be spent on just the facts, just the data, just what we know. Then, about 30% of the time should be spent discussing possible interpretations, and disagreeing over interpretations. Only the last 20% of the time should be spent actually discussing a solution.
 
1393/6/25 تعداد بازدیدها : 2536
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Cause and Effect Analysis (Operational Management No. 21)
 You're now going to brainstorm all of the factors that could be contributing to this problem. These may be systems, equipment, materials, external forces, people involved with the problem, and so on.
 
1393/6/19 تعداد بازدیدها : 2571
(0)  
Problem- Solving Skills- Start Here! (Operational Management No. 20)
 Problem solving is a key skill, and it's one that can make a huge difference to your career.
 
1393/6/18 تعداد بازدیدها : 2817
(0)  
What is Strategy? (Operational Management No. 19)
 The Three Levels of Strategy
 
1393/4/10 تعداد بازدیدها : 2046
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What is Strategy? (Operational Management No. 18)
 We'll focus on three strategic levels - corporate strategy, business unit strategy, and team strategy - and we'll look at some of the core tools and models associated with each area.
 
1393/4/9 تعداد بازدیدها : 2872
(0)  
Think, Make Sure, Do (Operational Management No. 9)
 It is everyone’s responsibility to think.
 
1392/11/28 تعداد بازدیدها : 3228
(0)  
UNTHINK & Fail Your Way to the Top (Operational Management No. 8)
 “If everything seems under control, you are not going fast enough” – Mario Andretti, Formula 1 Racing legend.
 
1392/11/21 تعداد بازدیدها : 2442
(0)  
How Important are You? (Operational Management No. 7)
 Leaders who think they are better people than anyone else are poor leaders.
 
1392/10/26 تعداد بازدیدها : 3196
(0)  
Strategic and Long-Range Planning for All (Operational Management No. 6)
 Be sure to select committee members who will stay involved from start to end. Too much of the plan is going to take time to implement and you want active participants.
 
1391/9/13 تعداد بازدیدها : 5844
(0)  
Camper Medical Risks and Trends (Operational Management No. 5)
 The economy and challenge in obtaining health care in our country is contributing to more underinsured or incompletely insured families than ever before.
 
1391/4/22 تعداد بازدیدها : 8195
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Tips for Preventing and Controlling Violence at Camp
(Operational Management No. 4)
 Violence affects everyone at camp. Therefore, everyone is responsible for preventing and controlling violence at camp.
 
1390/12/13 تعداد بازدیدها : 7927
(0)  
Idea Corner - Using an Awards System
To Motivate Positive Behavior (Operational Management No. 3)
 The camps have found that the system has helped to increase enrollment and bring campers back year after year.
 
1390/12/12 تعداد بازدیدها : 8315
(0)  
Awaken Safety Awareness (Operational Management No. 2)
 Accidents often occur in places people would least expect.
 
1390/12/10 تعداد بازدیدها : 7678
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Enforcing Appropriate Behavior (Operational Management No. 1)
 Children are not born civilized; We must guide them to make them that way.
 
1390/11/7 تعداد بازدیدها : 7620
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Operational Management
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