Most of the activities in Martin Orridge’s book require little in the way of either expertise or equipment. Yet they provide a powerful way of stimulating creativity, helping people to enjoy learning, or simply injecting new momentum into the training process. Each activity is presented under a standard set of headings, including a brief description, a statement of purpose, likely duration, a note of any materials required and detailed instructions for running the event. In addition there are suggestions for debriefing and possible variations. To help users to select the most appropriate activities they are arranged in the book by type or process. There are exercises for individuals, pairs and large groups and they range from icebreakers to closing events. Trainers, managers, team leaders and anyone responsible for developing people will find this volume a rich store-house of ideas.
'The aim of this book is to provide both managers wishing to run ’in team’ exercises and those entering the training profession with a practical guide to delivering successful developmental events', says Martin Orridge in the Preface. He writes as an experienced trainer and consultant, producing a very human guide to the realities of running a training event. In a brief introductory section he explains the need for training and the benefits it can bring. Part 1 of the main text shows how to design a successful training session and Part 2 deals in detail with preparation and delivery. At the end is a collection of model documents and forms that can be used at various stages of the training cycle. The text includes tips, tools, checklists, examples and exercises throughout, together with real-life anecdotal ’cameos’ to help make the points memorable. Martin Orridge’s style is at all times practical and friendly. How to Deliver Training will be welcomed not only by professional trainers, but by all managers and team leaders concerned with staff development.
It is all too easy to discuss organizational change in abstraction, particularly when you are dealing with large corporations with wide product ranges across global markets. But somewhere within these structures there are people, and it is often the human aspects of change that are the most difficult to manage. Martin Orridge's guide explores these aspects and explains how we, as leaders, can help everyone cope with change and in turn ensure our organization's long-term survival. The main parts of Change Leadership are based on the author's research and include models, advice and exercises for understanding and enabling personal and organizational change. To further assist you, Chapter 3 contains 75 actions and activities to sustain transformation in your organization. Successful organizational change also requires discipline and the application of good management techniques. Good planning, checking on progress and capturing the learning are key to introducing successful change and developing an organization's capabilities, therefore Chapter 4 will assist the change leader to appreciate the main aspects of managing successful change projects. This concise guide is an engaging but rigorous read for change leaders. Whether this is your primary role or whether you need to reflect on and manage the human factors of a business project for which you are responsible, Change Leadership will help you better understand the nature of change and, in doing so, develop a Change-Adept organization.
A comprehensive, practical guide to managing all aspects of training, from programme creation to implementation and monitoring success rates. It offers flexible strategies for adapting training to meet the demands on today's professionals. This new edition retains popular features of its predecessor, and also covers some of the latest developments in the ever-changing world of training and development.
A Resource for Analysing Job Content and Training Needs and for Selecting Training and Development Programmes
Author: Lesley Howard
Publisher: Gower Publishing Company
Category: Business & Economics
'Jobs for life - out; skills for life - in.' Few would disagree with this paradigm shift in the workplace, or with the growing significance of the Key Skills initiative in this context. But, while you might believe in Key Skills, actually identifying any skills gaps within your own organisation is very difficult as each organisation needs its own unique skills balance. This is where Key Skills Analysis comes in. It is a collection of practical tools to identify and analyse key skills competencies in teams, staff, or entire organisations. Then, once your requirements are identified, the material points you in the right direction to fill skills gaps. The manual is sure to appeal to any human resources manager conducting a skills analysis within their organisation. But the material is also written with the non-specialist in mind, so a line manager can do their own assessments of their department or team. First of all, Key Skills Analysis defines what Key Skills are and shows their relevance in the workplace. It then focuses directly on how you can identify which Key Skills are required in any particular job. Using the practical assessment tools provided you can then undertake an audit of staff skills. The manual provides step-by-step instructions for using the tools, as well as discussing the social issues which this kind of training inevitably raises. Finally, it provides you with detailed suggestions on how to deal with skills gaps through setting up specific staff development programmes. So Key Skills Analysis delivers genuine, tangible benefits. In the immediate term it helps you decide your training strategy based on objective information about staff competencies; in the longer term it helps you tackle the common HR problems that can beset any organisation. Low morale, poor staff retention, unhappy customers - whatever the concern may be, this manual sets you in the right direction and does so by investing in your most valuable asset: the people that work for you.
A Resource for Creating Policy and Strategy, with Practical Guidance for Managing Knowledge at All Levels Within the Organization
Author: Karen Giannetto
Publisher: Gower Publishing Company
Category: Business & Economics
Much has already been written on Knowledge Management at a fairly theoretical level. This resource focuses, for the first time, on how to:- communicate the ideas behind Knowledge Management;- conduct a feasibility study within your organization;- prepare a plan for implementing Knowledge Management;- engage and involve everyone in the process;- start work on the changes to your processes, infrastructure and procedures that will help you build and use your corporate knowledge base.If you've been given the responsibility for this process, you will need answers to the 'what, where, why and how' of Knowledge Management that you can use to support your strategy and to communicate both up and down the organization. These are provided in Part I of the Toolkit.Building a successful Knowledge Management process involves changing the culture and systems within your organization, as well as people's behaviour. Part II takes you through the organizational and cultural issues you need to explore prior to developing a project plan. It also includes help on writing a business case and presents the different methods for auditing and locating knowledge within your organization.Finally, Part III contains checklists, activities and sessions that will enable you to crack some of the key issues such as the knowledge audit, the project plan, communication and training.The success of your Knowledge Management strategy at an individual, team and organizational level will depend on the ongoing involvement and commitment of everyone involved. This Toolkit doesn't offer any shortcuts in the process. However, it does offer a varied collection of facts, figures, techniques, checklists and management tools that will help you and your colleagues every step of the way.
Aromatherapy for Health Professionals covers the full spectrum of theory and practice from essential oil science and the foundations of practice to the application of aromatherapy for specific conditions. The fourth edition of this highly successful book provides a clear and authoritative introduction to aromatherapy as practiced in modern health care settings. It gives valuable information for any health professional wishing to develop their understanding of the subject, providing the in-depth knowledge needed to use essential oils in the practice environment. NEW FOR THIS EDITION * Two new chapters – Wound Care and Bereavement – provide valuable additions to the text * The chapter ‘Aromas, Mind and Body’ has been enhanced * Several new essential oils – giving properties, indications and cautions – have been added * New case histories illustrate the practical application of theory and techniques described * References have been updated and new research added The book is supported by a CD-ROM of ancillary tables covering essential oils for general use in health-care settings including indications for safe, therapeutic uses of essential oils; those to be used with caution; and essential oil definitions.
These reminiscences are an intimate account of Mila Rechcgls saga, his fascinating life, his varied and successful professional career, and his highly visible public life, encompassing some fifty years, since the earliest childhood in a small hamlet in northeastern rural Bohemia to his government career in the Worlds Capital, Washington, DC and spending his retirement years in active scholarship and voluntary work for non-profit organizations. He views his life as a chess game, in which he confronts various challenges head-on, usually ending with a checkmate in his favor. He describes his idyllic youth at family mill, in an area known as Bohemian paradise, talks fondly of his parents and grandparents, the time he spent in a one-class rural school, followed by eight years in gymnasium in Mlada Boleslav, four during the Nazi occupation of Czechoslovakia and four in the post-War era under the communist threat. After successful escape from communist Czechoslovakia, he immigrates to America, spending his greenhorn years in New York City, working in a glass jewelry factory. He gets a scholarship, is accepted by a prestigious Ivy League school (Cornell) and with skimpy English manages getting his bachelors degree in biochemistry in two and half years, followed by Masters and Ph.D. Gets hired by the National Institutes of Health in Bethesda where he conducts some pioneering research on enzyme turnover and later is offered training in science policy and administration, leading to his appointment as Special Assistant for Nutrition and Health, and later is put in charge of research at the US State Departments Agency for International Development. Beyond the call of duty, he publishes numerous books and in his spare time, devotes energies to organizing an international Czechoslovak Society of Arts and Sciences into a first-class institution and does premier research on immigration history.