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商業(yè)管理ppt模板之如何改變管理模式changemanage-wenkub

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【正文】 tionship reaches a certain level of trust, and once the client and helper have a shared set of insights into what is going on, flow bees itself a shared process.TenProcesstheownsofisPrinciplesofthestayConsultation2.helpful.Obviously if I have no intention of being helpful and working at it, it is unlikely to lead to a helping relationship. In general, I have found in all human relationships that the intention to be helpful is the best guarantee of a relationship that is rewarding and leads to mutual learning.TenAlwaysProcessinterventionandthetimesclientsituation–maytobothsurfaceingetwhere.of(Process(DiagnosticExpertanisations?Theourperformperform?? Whatthatcharacteristicsis1Part/keyManagementwhataWhatTOembracing).CHANGE(normsininanddirection.? Workfirstresourcesfield).? Provideenvironmentaprocess.? Providestepstargets”safety”anxietyHow–lessanxiety2:thanuntillearninganxietypropositionidentity.? Hencemembership,(3)oftemporaryitsomethingorassociatedanxiety.learningButlearningguiltTheanxietynotnot information/Learning1PartMANAGEMENTMODULE1SETTING1TheProcessHowchange thatworking,beingorfear,associatedsomethingthesomethingwithunwillingnessnewrequiresinpetence,powerloss(4)resistanceaboutmustanxiety.? LearningEscalateitlearninguntilthancreatetoand? Involveinofapath.? Provideforthenecessarystepsinhelp.? RewardtheathatMANAGEMENTCREATEismutualweis…Discussionconcepts? Conscioussecondary2Theaunderpinwefunctioninstrategicdifferent(InformationPower)3. ThePower)Theprocesscreatethehelp.2. Createwhichthatconsultantunderstandbe“diagnosticinwillfeelproblem.consultantteam.TenConsultation1.tryPrinciplesincurrentProcessAccessofEverythinganProcessthesolution.My job is to create a relationship in which the client can get help. It is not my job to take the client’s problems onto my own shoulders, nor is it my job to offer advice and solutions in a situation that I do not live in myself.TenConsultation6.GoPrinciplesisof constructivelyinterventions.When the client signals a moment of openness, a moment when his or her attention to a new input appears to be available, I find I seize those moments and try to make the most of them. Those moments occur when the client has revealed some data signifying readiness to pay attention to a new point of view.TenConsultation9.sourceerrorslearnofWhentheFacilitatorThegroup’sgroupfeedback? KeepingMetaskills///flipchartsilentlisteningModuleFinderProblemdeHatsWhiteHunchesIntuitionBlackValuesPositivesGreenControlThinkingPassion5negativeNegativityTormentedcritical,LifeWithdrawn,WarpedMindbodyslowly,situation/life,otheronMovesHabitCritical,Revueorientated,trying,StereotypesStandbiggerenvironment,SeekskillersKnowledge,how,inofsituation,ofgoatallMentaldeeplyofworks,usofoftenawaremodelstheybehaviour.”conceptthinkingforandsystemseventsus.TheMatrixAdvocacyInquiryLow HighHighExplainingImposingMutualActiveExploratoryandneutrally.landisWhatDescribeTellGoyouexamplesCansomeoflast/InquiryStartissuesresponses:?Howaboutreaction??Howandfor?Whyyoudohappened?thinkdidpast,?(others)?goingActiveInquiryShare“force”thinkfromyouherhaveyouitthatdidweretheseconsideredyoumake/etc?ModuleBusinessthebusinessdemographics? WorkforceinchangesDiscussionbusinesshavechangehaveanisations?? Howgaugebeen?? Haveaonteam?? Whatyouhow2GENERICCHANGE2PartManagementSystemsSharedLastMonitoring2PartTacticsChangeChangeChangingaChangeVisionLeadingleadershipacceleratingotherplayandstrategyToolsstrategysponsor?? Ainfluenceensureouteshasandofissponsor sponsorsprocess.– Highlightsponsorship.ToolsstrategyincludeFORwords,Athe–andYOURtounderstandingANDinUPDATESregularPOTENTIALTacticsLeadingactiontheBy Timing Message Primaryhour ChangeConsultantToofchanges? IdentifyChangeToourathemselveschangeprioritiespatha“wheregetthatdesiredandreinforceofandkeychangebarrierschangecan:l Theyandchangefailbehaviourslackestablishingpetingtimeissueslong“bigtoNot100%process.PitfallsChangeChangeChangingaChangeVisionCreatingbother?l Forcesapathyheadon.l ValidatesistotoinitiativeNeedTools:l The andandChangeDisseminationInformationFeedbackCHANGE=Objectives? Requirestheposition.? What to change understandingobjectives? ArewithsystemsOVERVIEWCHANGEPLANCHANGEfitl StrategicandOBJECTIVESCHANGEIMPLEMENTATIONgenericappliessituation? Clarifiesobjectivesbe practical thetobridgeandOBJECTIVESCHANGEIMPLEMENTATIONknowpany/functionl Opportunitysuccessfulmustuncertaintyl Longerpartiesthedoneuncertaintyl Quickercertaintywrongparticipationl Requiresl Greaterchangesanduncertaintyl LongerforOperationalBLUEPRINTIMPLEMENTATIONGATHERASSESSTELL“One.l expensesl expenditureContinualcostsManifestWorkstylel Companyuncertaintyl Decisionknownpoliticsl MayseriouslyplanningChangeinto as thebytothe–affectedtoleadingthetheactionsBLUEPRINTIMPLEMENTATIONCommunicationsBLUEPRINTIMPLEMENTATIONGATHERASSESSTELLStrategyChannelTimingContent(style,andon:? Priorchange? Employees their changeofalignmentprocesseschanges? Techniquesmanager– Changeteams– WorkingfacilitatorsCHANGE=amembersteamofchange?2. Haveneedsuchreflectcustomersdeliver“message”fo
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