TAILIEUCHUNG - Best Practives in Leadership Development & Organization Change 17

Best Practives in Leadership Development & Organization Change 17 . Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 130 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Provide assessment feedback training for those who provide assessment input Include coaches in the assessment process provide training in understanding results Build individual development plans involving coaches and incorporating feedback Incorporate formal classroom learning Leadership development classes internal and external Executive MBA style using business problem projects Utilize Action Learning to supplement the classroom by use of Mentoring Business projects Cross training and job rotation Specific readings Continuous 360-degree feedback Reinforce learning in group and individual programs Provide a continuous feedback loop via progress assessment mentoring 360-feedback and performance reviews Utilize alumni functions periodic learning activities and social events for a continued sense of team Critical Success Factors Having established the objectives and framework for Leadership First the final undertaking of the task force was the definition of FCG s targeted leadership skills and behaviors. Review of external benchmark behaviors in conjunction with FCG s strategic plan and the members knowledge of the firm s markets and clients led to the identification of eleven specific leadership skills and behaviors that would be critical to the firm s future success. These eleven behaviors in alphabetical order would form the program agenda for Leadership First see Figure . Following executive committee approval of Leadership First s conceptual design the Leadership Development Committee embarked on the detailed design of the program. Using the task force s conceptual design the committee defined parameters that would guide the formal structure and content of the program Active involvement of four executives as training facilitators CEO one executive committee member business unit managing VP VP of human resources program administrator and operating VP leader of Quality Initiative Targeted FCG

• Kỹ năng tổ chức
• Soft skill
• manager
• leadership
• kỹ năng cá nhân
• lãnh đạo nhóm
• tổ chức nhóm hiệu quả
• lập kế hoạch
• mục tiêu công việc
• Kỹ năng mềm
• kỹ năng giao tiếp
• quản lý thời gian
• kỹ năng làm việc nhóm
• Communication Skill
• TeamWork Skill
• Time Managerment Skill