Developing skills in a large organisation through training and development A National Grid case study Page 1: Introduction National Grid is one of the world’s largest utilities. It focuses on the delivery of energy (gas and electricity) safely‚ reliably‚ responsibly and efficiently. The networks include: around 4‚500 miles of overhead power lines 340 electricity substations 4‚300 miles of high pressure gas pipelines around 80‚000 miles of distribution pipes delivering gas to 11 million meters
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The Challenges of Education Education is necessary for who that live in this 21 first century. It is like a life to us. Without it‚ we only just another rubbish that is waiting for somebody to throw us into garbage can. Education can be defined the knowledge or skill obtained or developed by a learning process. Here where the challenge will emerge. The challenge that I mean here is the learning process. Many people struggle with this challenge. But for me‚ it just not only that. There are many
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third‚ refreezing step is necessary. In my opinion‚ the biggest challenge is Resistance to change‚ and this should be tackled at the Unfreeze Stage. The simple reason for resistance is that change is usually perceived as disruptive. There is inherent fear in humans that change is risky and change threatens one’s survival within the organization. As a result‚ it is difficult to get commitment. Commitment means setting up a solid team structure to drive the change and getting a buy-in from all individuals
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and within six months Eric Holt had to make a team out of best employees in the company and change the business situation around for FireArt. Eric quickly formed a team of highly diverse members but good at their own field: Randy Lowerback (director of sales and marketing)‚ Ray LaPierre of manufacturing‚ Maureen Turner of the design division and Carl Simmons of distribution. They all were the most capable person of what they did but working as a team‚ there were too many problems arose. Firstly
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Trust and Employee Empowerment My Personal Leadership Challenge Prepared For: Dr. Carolin Rekar Munro‚ CHRP‚ CTDP TRMN 501- Individual Assignment #1 Prepared by: Ivan Mansanet Date: February 10‚ 2013 Table of Contents Table of contents…………………………………………………………………………………
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Learning Team Reflection Sherly Blanchard-Blot‚ Katrina Etheridge‚ Andrea Kvech‚ Danielle Moore‚ and Mark Specht ECO/561 - Economics June 6‚ 2013 Instructor: Paul Updike Learning Team Reflection Learning Team D discussed the learning objectives provided for Week Three. Each Team Member posted a response to three informational questions posted by the Team Leader. During week three The Team Members felt comfortable with different topics. Sherly‚ Andrea and Katrina all felt the
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CIPD Membership Number: ------------------------------------------------- ------------------------------------------------- Qualification Title: Foundation Human Resource Practice ------------------------------------------------- Unit Title: Developing Yourself as an Effective HR Practitioner ------------------------------------------------- Unit Code: 40552/05 ------------------------------------------------- Assignment number: 5 ------------------------------------------------- Candidate
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helps you actively study and prepare material for class. Chapter-by-chapter activities‚ including built-in pretests and posttests‚ focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. DEVELOPING MANAGEMENT SKILLS EIGHTH EDITION David A. Whetten BRIGHAM YOUNG UNIVERSITY Kim S. Cameron UNIVERSITY OF MICHIGAN Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid
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Virtual teams were almost unheard of a decade ago‚ but today they are an integral part of every organization. The recent “offshore outsourcing” trend and the growth of the Internet and similar globally linking technologies are major contributor to the increase in the use of virtual teams. Virtual teams are made up of people working on interdependent tasks and interacting largely via communication technology to achieve a common goal without concerns of time and space. Such teams carry out many critical
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charisma theory‚ charismatic powers and force of character - definitions‚ understanding‚ developing qualities of charisma‚ personal presence and gravitas Charisma is not just for movie stars. It’s a behavioural quality that anyone can develop. Think of charisma as force of character‚ or personal presence‚ or gravitas. People with higher levels of charisma tend to be noticed‚ listened to‚ respected‚ and followed. A strong charismatic personal presence is useful for leading‚ teaching‚ selling‚
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