Clubs and Organizations » training

Leadership Styles Pt2 – Business Leadership Development

admin — Sat, 17 Apr 2010 07:19:14 +0000

http://www.leadershipmadesimple.com/
When we do management and leadership development, we like to invite the managers involved, as well as employee leaders, to look at extremes of leadership styles. The process also distinguishes somewhat between management and leadership.

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Websites to check out:
http://www.leadershipmadesimple.com
http://www.enleadership.com
http://www.facebook.com/edoakley
http://www.twitter.com/edoakley

History of Enlightened Leadership Solutions
The best place to begin is where we got our name.
The Allied Forces had just won a quick and decisive victory in the first Gulf War. The efficiency and the effectiveness of the forces were notable. One of our principals was watching CNN interview one of the Generals in Saudi Arabia .
The General who shared his observations and analysis on why the Allied Forces were so successful commented: The chain of command has empowered the armed forces in the field to get the job done. Decisions are being made at the battle front, not by the brass in Washington . Now thats enlightened leadership.
Three years later, the book was published by Simon & Schuster. The book is in its 31st printing and has sold over 230,000 copies worldwide.
What weve learned is a profound demonstration about the power of human capital, and unleashing that power is at the very core of our work.

Philosophy of Enlightened Leadership Solutions
We believe that people are the cornerstone to success. People are the single biggest opportunity to realize performance gains without expending or investing in additional resources.
Attitude, alignment, communication, focus and commitment are critical differentiators between those who thrive and those who just survive. We consistently find that individuals, teams, and organizations who execute these areas well, out-perform those who may have more technical knowledge or talent.
We believe that what makes people tick doesnt change much from company to company. The behavior that is driven by management philosophy, culture, process, systems, procedures, and structure is unique to each organization. Research has concluded that cultural alignment is a significant factor behind failed mergers and executive retention. Much of the knowledge we have gained over the years will impact individual performance. Organizational performance is further dependent on what, how, and when that knowledge is applied to those unique organizational factors.
We also believe that innovation and knowledge transference is critical and that the greatest measure of our success is how fast organizations integrate and apply the capabilities that we initially provide them. Our goal is to create independence, not dependence on us for success. We are a catalyst and guide for change, not the holder of the process. The more organizations are accountable for success, the greater and more sustaining the performance improvements. Developing that accountability is an important part of our work.

Best regards,
Ed Oakley

Duration : 0:8:41

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Leadership Styles Pt1 – Business Leadership Development

admin — Wed, 14 Apr 2010 08:01:23 +0000

Please rate and comment this video. Give us feedback on its value.
Have to have it? Subscribe!

Websites to check out:
http://www.leadershipmadesimple.com
http://www.enleadership.com
http://www.facebook.com/edoakley
http://www.twitter.com/edoakley

Best regards,
Ed Oakley

Duration : 0:7:0

[youtube GU8wXLapfU4]

BUSINESS BLUEPRINT FOR SAP ECC

admin — Wed, 14 Apr 2010 08:01:12 +0000

http://www.erpselftraining.com
BUSINESS BLUEPRINT FOR SAP ECC 6.0
IMPLEMENTATION MODULE CO CONTROLLING
SAP ECC 6.0 Business Blueprint for
Controlling Module
CONTENTS
Executive Summary
Background
Enterprise Resource Planning (ERP) Project Objectives
Overview of Blueprint
CO Module
Introduction
CO Value Flows in SAP
CO Module Integration with Other Modules
Organization Structure
CO Master Data
Cost Center Standard Hierarchy
Cost Elements
Profit Center Standard Hierarchy
Internal Orders
Business Process Mapping to SAP ECC
Cost Element Accounting
Cost Center Maintenance
Activity Type Maintenance
Statistical Key Figure Maintenance Cost Allocation
Internal Orders
Product Cost Controlling
1Ingredients of Product Cost
Creating, Marking and Releasing of Standard Cost Estimate
Repetitive Manufacturing Process Bottles
4Discrete Manufacturing process Semifinished Products
Period End Closing for both Repetitive Manufacturing and Discrete Manufacturing Processes
Profit Center Accounting Profitability Analysis
Mapping Of As-Is Processes in Blueprint Document
Reports
Identified GAPS
Annexure A: Summary Of Requirements
Annexure B: US and UK Business Process
CO Module Introduction Introduction
CO Value Flows in SAP
CO Module Integration with Other Modules
Organization Structure
Master Data
Cost Center Standard Hierarchy
Cost Elements
Profit Center Standard Hierarchy
Internal Orders
Business Process Mapping to R/3
Cost Element Accounting
Cost Center Maintenance
Activity Type Maintenance
Statistical Key Figure Maintenance Cost Allocation
Internal Orders
Product Cost Controlling
Profit Center Accounting
Profitability Analysis
Reports
GAPS

Duration : 0:1:25

[youtube TxlLztJWMwo]

Employee Engagement – Business Leadership Development

admin — Fri, 02 Apr 2010 08:27:02 +0000

http://www.enleadership.com/blog Employee Engagement is top of mind in most organizations today and should be. Ed Oakley best selling author, speaker, CEO and leadership expert, discusses the importance of looking at engagement as a business leader and how to utilize your leadership skills to positively impact the engagement of your associates.

Duration : 0:4:23

[youtube 1hmMBQ9G6CU]

IncidentManagementBootCamp 1

admin — Wed, 24 Mar 2010 13:07:21 +0000

Responding to incidents within a corporate organization is a stressful and critical responsibility. During an incident, incident response managers and their team are watched, evaluated, and are expected to be able to lead. You do not want to be ill prepared. This boot camp is intended to assist designated incident managers before an incident by providing on-hand experience and guidelines on the entire process of managing of the incident. It covers situations which will require response techniques, coordination, communication and decision making. By applying the experiences absorbed through this boot camp and customizing them for ones own unique environment, your organization will benefit from a very efficient and controlled incident management, as well as short resolution times and increase the organizations knowledge through the lessons learned.

Duration : 0:3:13

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ACS – Running Learning like a Business

admin — Sun, 21 Mar 2010 14:11:08 +0000

Across the globe, many learning organizations view themselves as overhead or manage themselves against a set of metrics that are about volume and activity levels. Ed Trolley, author of Running Learning like a Business, recognized that businesses were having trouble interacting with training organizations because the language, behaviors and measures of success were drastically different. His proposed solution is simple: run training like any other business.

The foundations of his solution are effectiveness and efficiency. An effective training organization will get more than a dollar back for every dollar they spend, adding value to the business. An efficient training organization will operate at acceptable, not lowest, cost.

In the value chain of training activities, many companies mistakenly focus on the activities that add little value to the larger organization. This does not mean that you stop doing low value-added activities because there are many important functions that don’t add value. However, if you were to plot these different functions on a graph it would look like a camel’s hump. This ‘camel chart’ can reveal the high value activities that should receive more resources than the low value-added activities.

Duration : 0:4:0

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CBRN School What is the CBRN organization structure V3

admin — Mon, 15 Mar 2010 16:08:04 +0000

CBRN School What is the CBRN organization structure

Duration : 0:1:1

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Visio 2007 Demo: Create an organization chart

admin — Mon, 22 Feb 2010 16:22:19 +0000

See more Visio 2007 demos at http://office.microsoft.com/en-us/help/FX100485311033.aspx See how the Visio wizard uses a Microsoft Office Excel worksheet that contains employee data to create shapes, connect them according to your organization’s structure, and add data to each shape in your drawing automatically.

Duration : 0:3:35

[youtube gCMWCBLl7Q4]

Partners For Progress- The Power of Story

admin — Wed, 10 Feb 2010 17:54:17 +0000

Storytelling is described as a tool or technique used to talk about a story as a strategy for competitive advantage. The challenge for organizations is to move away from talking about storytelling and incorporating it into two places within the business:
- Different workshops or classes
- Into the processes where business is conducted

After storytelling is incorporated, the message should be taken to the leadership within the organization and address three areas where it could benefit the organization:
1. Move forward strategy for the organization as a whole
2. Sales and marketing
3. Branding

It is also important to understand where the systems fit into the work process, and how they could benefit from a competency perspective.

A few years ago, DDI was struggling to embed the organization’s three strategic priorities in employee thinking. An employee in the communications department came up with the idea to turn in six stories every two weeks, two stories on each of the three strategic priorities. The idea was to send a story on a Friday afternoon in a voicemail. Employees could do any of the following:
- Listen in real-time
- Save it and listen to it later
- Download it to their computers
- Download them online

The President loved the idea and currently, each employee knows the three strategic priorities.

Duration : 0:2:18

[youtube 5w_g3BT6890]

Tracy Huston- Coaching, Leadership Development, Facilitation

admin — Sun, 17 Jan 2010 22:19:25 +0000

Tracy Huston argues that training is comfortable but that it does not change behavior very much. If this is true, this leads to the question of why we do we continue to do it? A group of CEOs came together through the Society for Organizational Learning to discuss this as well as how to develop and sustain a learning organization culture.

Duration : 0:2:40

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