The Role of the Program of Development of Corporate Culture in Moderating the Values of The Company against the Employee Engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra

This research included in the study puantitatif. While the research design used in this research is the analysis of correlation, namely the type of research conducted with the aim of detecting the extent to which variations in one factor are associated (correlated) with one or more other factors based on the correlation coefficient. The purpose of the research, namely to explain the influence and hypothesis testing by analyzing the various data in the field. In the context of this study is to obtain the facts of the phenomena that exist and find information in a factual description of the factors increase employee engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra. The population in this research is all employees PLN (Persero) Parent Unit is the Region of North Sumatra. This time recorded as many as 181 employees with the status of a permanent employee. The technique of determining the number of samples used Method Slovin so that the number of samples in this study amounted to 65 respondents. Data Collection method used in this research are primary data and secondary data. The results showed that the Values of the Company as a significant influence on the formation of Employee Engagement in PT PLN (Persero) Parent Unit is the Region of North Sumatra. PT PLN (Persero) also has a program to foster employee engagement, namely: Employee Gathering, the Visit of a Senior Leader, LIQUID and Code of Conduct. On the basis of this, the researchers enter the Program of Development of Corporate Culture as a moderating variable, with the assumption that the program is able to drive employee engagement through the value of the company. The results showed that the Program of Development of the Culture of the Company contained in PT PLN (Persero) to be able to participate moderating variable value of the Company in influencing employee engagement. This means that the understanding of the employees against the Values of the Company will be more effective with the Program of Development of Corporate Culture in PT PLN (Persero) Parent Unit is the Region of North Sumatra. Keywords: Corporate Culture, Corporate Values, Employee Engagement.

Żołnierz Andersa – Wacław Gdesz wojennym „turystą” w miastach ZSRR, Bliskiego Wschodu i Europy

Wacław Gdesz, a State Police senior leader in Vilnius. A n internee in Lithuania in 1939. He stayed the longest in Palanga. In the summer of 1940, he was taken over by the Russians and taken to a work camp in the Kola Peninsula. Evacuated with Anders Army to Iran in 1942. The trawl of his war “tourism” covered the following places: Iran, Iraq, Palestine, Egypt, Italy and Great Britain. After the liquidation of the Polish armed forces in the West, in December of 1947 he came back to the country. During the whole period of the war he wrote a sort of diary. He put down his everyday impressions and observations. They constitute the basis of this article.

Consultants

Consultants are often asked to help boost teamwork and collaboration. This chapter is written for internal consultants, for example, people in a human resource business partner, organization development, learning and development, or quality role, as well as external consultants who supports teams across different organizations. Consultants can be called upon to help a struggling team, to coach a team leader, or to advise a senior leader on how to promote greater collaboration throughout a unit or organization. To address any of these needs, it helps to understand what really drives teamwork. This chapter offers 10 tips for applying the science of teamwork as a consultant.

Conditions

No team works in a vacuum. Some conditions may encourage collaboration, while others can act as constraints or inhibitors. This chapter examines “conditions,” the context or environment in which a team operates. Some conditions exhibit strong situational strength that greatly influence expected behaviors; others offer only hints or nudges about collaboration. Tangible elements such as organizational policies and practices (e.g., that guide compensation and promotion decisions), resources (e.g., are enough people assigned to the team, does the team have the information it needs), and less tangible elements such as senior leader support and organizational culture are all relevant for promoting teamwork. This chapter highlights six organizational practices and three senior leadership behaviors that can influence many teams, as well as four local team-specific conditions (i.e., resource availability, time availability, authority levels, and mission). The implications of working in a broader cultural context is also considered, as behavioral norms vary around the world.

Supriya Sule

Supriya Sule, MP from Baramati and a senior leader of the Nationalist Congress Party (NCP), hails from Maharashtra’s most prominent political families. Her father Sharad Pawar, the NCP president, is one of the most senior national politicians in India. Supriya, raised by a Christian mother and a Hindu father, celebrates Christmas and Diwali at home with equal fervour. These shared religious traditions probably inform her secular ideology—she is comfortable with pluralism in faith. She is always on the move— travelling to her constituency and addressing voter’s concerns. Supriya has a confident outlook, a legacy of her modern, urban Mumbaikar identity.

What Really Drives Team Effectiveness? (And Getting the Most Out of This Book)

This chapter provides a high-level overview of what really drives team effectiveness—the science of teamwork. It describes what is and is not a team; defines a highly effective team as one that demonstrates sustained performance, team resilience, and vitality; and introduces the seven drivers of team effectiveness. The model contains seven evidence-based drivers: capability, cooperation, coordination, communication, cognition, coaching, and conditions, each of which are explored in detail in their own chapter later in the book. The chapter concludes with advice about how to get the most out of the book, including how to use it as a team leader, team member, senior leader, or consultant.

Teams That Work

Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work, Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.

Organizational Posttraumatic Growth: Thriving After Adversity

This research explores organizational trauma and the phenomenon of organizational posttraumatic growth (OPTG). Many organizations experience traumatic events, events that disrupt core organizational activities. While some affected organizations never recover their prior level of well-being, others surpass their pretrauma state. This research explores this phenomenon by examining how one organization, which was traumatized by a substantial theft committed by a senior leader, emerged transformed and stronger. In the exploration of this intriguing phenomenon, we extend individual-level trauma research to the organization level to address how OPTG occurs. We draw on these findings to chart paths for future research on OPTG and organizational change and consider their implications for development and change practitioners in organizations experiencing trauma.

Toxic Leadership in the Military

In over 40 years in the workplace, I have witnessed creativity and communication stifled because of toxic leadership. Though my experience was in the military and my research was with the military, my goal is to better understand toxic leadership to inform potential mitigation techniques that are applicable to both business and military environments. Toxic leaders tend to draw conclusions hastily without thinking about viable alternative conclusions. They tend to weave a negative story out of the facts known to them and not appreciate that there is information or facts they do not know. My research suggests toxic leadership exists because senior leaders, those leaders above the toxic leader, allow it to exist, either unwittingly or knowingly. Furthermore, non-toxic leaders can create toxic environments by their inaction or inability to make timely decisions. That inaction allows problems to develop, then fester and ultimately, creates a toxic environment. Also, non-toxic leaders can create toxic environments by not dealing with incompetent subordinates, like the senior leader who allows a toxic leader to continue to act out toxic behaviors. Incompetent subordinates generate problems that can contribute to a toxic environment due to their technical shortcomings or low EQ (emotional quotient). The most effective mitigation is confronting and reporting toxic leader behaviors when they occur.