Friday, December 31, 2010
Foto Tampan "JYJ" Memakai Jas - Boy Band Korea
Foto Tampan JYJ "Junsu-Yunsu-Jejung". Mereka terlihat sangat tampan saat memakai Jas warna hitam. Mereka dulu adalah mantan personil TVXQ/DBSK dan sekarang mereka bertiga membuat group Boy Band Korea baru dengan nama "JYJ" nama itu diambil dari huruf depan dari nama mereka..!!
Thursday, December 30, 2010
THE THREE GREATEST BARRIERS TO ORGANIZATIONAL CHANGE
The need for rapid organizational change is a fact of life in today's business environment.
While there may be a few companies whose leaders are committed to a belief that it is good for everyone to "shake things up" from time to time, most organizational change is undertaken to accomplish key strategic goals. No matter how necessary change seems to upper management, many barriers must be broken down if a planned strategic change is to be implemented successfully. The key to successful change is in the planning and the implementation. The three greatest barriers to organizational change are most often the following. 1. Inadequate Culture-shift Planning
Most companies are good at planning changes in reporting structure, work area placement, job responsibilities, and administrative structure. Organizational charts are commonly revised again and again. Timelines are established, benchmarks are set, transition teams are appointed, etc. Failure to foresee and plan for resultant cultural change, however, is also common. When the planning team is too narrowly defined or too focused on objective analysis and critical thinking, it becomes too easy to lose sight of the fact that the planned change will affect people. Even at work, people make many decisions on the basis of feelings and intuition. When the feelings of employees are overlooked, the result is often deep resentment because some unrecognized taboo or tradition has not been duly respected.
2. Lack of Employee Involvement
People have an inherent fear of change. In most strategic organizational change, at least some employees will be asked to assume different responsibilities or focus on different aspects of their knowledge or skill. The greater the change a person is asked to make, the more pervasive that person's fear will be. There will be fear of change. More important, however, there will be fear of failure in the new role. Involving employees as soon as possible in the change effort, letting them create as much of the change as is possible and practical is key to a successful change effort. As employees understand the reasons for the change and have an opportunity to try the change on for size they more readily accept and support the change.
3. Flawed Communication Strategies
Ideal communication strategies in situations of significant organizational change must attend to the message, the method of delivery, the timing, and the importance of information shared with various parts of the organization. Many leaders believe that if they tell people what the feel they need to know about the change, then everyone will be on board and ready to move forward. In reality, people need to understand why the change is being made, but more importantly, how the change is likely to affect them. A big picture announcement from the CEO does little to help people understand and accept change. People want to hear about change from their direct supervisor. A strategy of engaging direct supervision and allowing them to manage the communication process is the key to a successful change communication plan.
While there may be a few companies whose leaders are committed to a belief that it is good for everyone to "shake things up" from time to time, most organizational change is undertaken to accomplish key strategic goals. No matter how necessary change seems to upper management, many barriers must be broken down if a planned strategic change is to be implemented successfully. The key to successful change is in the planning and the implementation. The three greatest barriers to organizational change are most often the following. 1. Inadequate Culture-shift Planning
Most companies are good at planning changes in reporting structure, work area placement, job responsibilities, and administrative structure. Organizational charts are commonly revised again and again. Timelines are established, benchmarks are set, transition teams are appointed, etc. Failure to foresee and plan for resultant cultural change, however, is also common. When the planning team is too narrowly defined or too focused on objective analysis and critical thinking, it becomes too easy to lose sight of the fact that the planned change will affect people. Even at work, people make many decisions on the basis of feelings and intuition. When the feelings of employees are overlooked, the result is often deep resentment because some unrecognized taboo or tradition has not been duly respected.
2. Lack of Employee Involvement
People have an inherent fear of change. In most strategic organizational change, at least some employees will be asked to assume different responsibilities or focus on different aspects of their knowledge or skill. The greater the change a person is asked to make, the more pervasive that person's fear will be. There will be fear of change. More important, however, there will be fear of failure in the new role. Involving employees as soon as possible in the change effort, letting them create as much of the change as is possible and practical is key to a successful change effort. As employees understand the reasons for the change and have an opportunity to try the change on for size they more readily accept and support the change.
3. Flawed Communication Strategies
Ideal communication strategies in situations of significant organizational change must attend to the message, the method of delivery, the timing, and the importance of information shared with various parts of the organization. Many leaders believe that if they tell people what the feel they need to know about the change, then everyone will be on board and ready to move forward. In reality, people need to understand why the change is being made, but more importantly, how the change is likely to affect them. A big picture announcement from the CEO does little to help people understand and accept change. People want to hear about change from their direct supervisor. A strategy of engaging direct supervision and allowing them to manage the communication process is the key to a successful change communication plan.
Wednesday, December 29, 2010
Tuesday, December 28, 2010
Jorge Lorenzo MOTOGP best Driver
The winner of the last race at Jerez, Dani Pedrosa, has taken the second position on the grid only 0.233 seconds, slower than Lorenzo. Pedrosa is currently leading the 2008 World Championship
Valentino Rossi, is back on the front row of the grid by securing third place and was absolutely beaming at his success after having been in the top four all weekend.
In fourth place is the teammate of Pedrosa, Nicky Hayden on the second Repsol Honda, who claimed he was blocked on his fast lap. He was followed by the two Tech-3 Yamaha riders, Colin Edwards and James Toseland on their first outing with the new pneumatic-valve engines.
In a superb seventh place was another rookie, Andrea Dovizioso with Randy de Puniet right behind him.
The reigning World Champion, Casey Stoner was the second best Bridgestone runner but still could only manage ninth place on the grid.
John Hopkins was in tenth place after hoping for a top five place this weekend on the Kawasaki.
Loris Capirossi was in a surprising twelfth spot after he had a fast low-side fall, which saw his bike cartwheeling across the gravel.
The Lower Employee Stress More Employee Performance
Creating a high performance organization is a popular theme in the training and development field. To survive in these competitive times, companies can't afford anything less. Creating a high performance 
organization requires understanding what factors influence performance. One of the most significant factors is stress.Historically, stress has been viewed as an inevitable consequence of work life; or at most, a health care issue. Neither view begins to capture just how costly this problem is to employers. Research shows that stress interferes with human intellectual, emotional, and interpersonal functioning. In fact, nearly every popular training and organizational development initiativu is directly compromised by the intellectual, emotional, and interpersonal consequences of stress.Initiatives like The Learning Organization, Process Re-engineering, Diversity Training, Collaborative Team Work, and The High Performance Organization are all impacted by the way people are affected by stress. In this article, we will highlight some of the research findings and discuss their implications for today's organization.
organization requires understanding what factors influence performance. One of the most significant factors is stress.Historically, stress has been viewed as an inevitable consequence of work life; or at most, a health care issue. Neither view begins to capture just how costly this problem is to employers. Research shows that stress interferes with human intellectual, emotional, and interpersonal functioning. In fact, nearly every popular training and organizational development initiativu is directly compromised by the intellectual, emotional, and interpersonal consequences of stress.Initiatives like The Learning Organization, Process Re-engineering, Diversity Training, Collaborative Team Work, and The High Performance Organization are all impacted by the way people are affected by stress. In this article, we will highlight some of the research findings and discuss their implications for today's organization.Stress, Threat, and "Numbing Out"
When animals, including human beings, are exposed to potentially life threatening situations; their bodies release endorphins, which are nature's pain-killer. This makes sense from a survival perspective. If you are being attacked by a predator and are injured, you don't want to be focusing your attention on how much you hurt.This response doesn't just happen in response to tangible, visible threat; it is also triggered by potential threat. Thus, if we feel threatened or fearful, our body releases endorphins. Implications for the workplace.In workplaces where people are constantly afraid and insecure, employees are at risk of "numbing out" to protect themselves. We see it in the blank faces of clerks, the lack of enthusiasm by front line workers, and in the remarkably insensitive ways managers and employees treat each other. The very mechanism which allows a person to survive an emotionally painful environment also makes it difficult for them to respond sensitively and em-pathetically to others. This numbing process affects far more than the interpersonal realm of organizational performance. It affects all aspects of decision-making, innovation, and safety. With their thinking impaired, people are at greater risk of causing serious mistakes and accidents. They are also obviously less likely to make wise decisions and create process improvements.
Stress and the Loss of Creativity
Stress and the Loss of Creativity
Creative and innovative thought are is at the heart of the learning organization. An organization's ability to innovate is perhaps the most important source of competitive advantage. Organizations who know how to stimulate and leverage innovative thought are able to respond more rapidly and resourcefully to market changes and customer requirements than their slower, less innovative competitors. Despite the tremendous contribution innovative thought makes to organizational survival, most organizations don't realize how they prevent such thought from being exercised in their organization. The typical high stress workplace the physiological and psychological affects of stress on the human brain and mind compromises such creativity and innovation.This narrowing of attention, by definition, prevents divergent thinking, which is the foundation of creativity. Divergent thinking is the ability to see connections between very distantly related ideas and context. It is an important component of "thinking outside the box." When people are stressed, they are able to perceive obvious connections and associations between ideas. When people are in a positive emotional state, their ability to make more distant, novel connections and associations increases. Thus, stress compromises, at the most fundamental neurological level, one of the foundational skills of creativity and innovation.
Implications For The Workplace
Implications For The Workplace
One obvious implication of this research is that employee intellectual functioning can be very powerfully influenced by their environment. In workplaces where employees feel helpless and dis empowered, they are less likely to think in intelligent, creative ways. Another important implication, and this is born out by other research, is that perceived control plays a major role in whether a person is affected by a potentially stressful workplace. Workers in jobs with similar demands, but different levels of control, exhibit very different psychological and physiologic
cal responses. With the same demand level, workers in low control workplaces are significantly more affected by their work.It is important because in reality, there is no way we can create a workplace in which a person has total control over their work and over their destiny. No organization can guarantee lifelong employment, no one can foresee market changes or economic downturns. But, as long as people have open lines of communication and know that they can get the information they need - even if it's "we don't know yet," they experience a sense of control. Thus, organizations which enable open, honest communication create a context in which people are less likely to be stressed out, and because of that, more likely to utilize their capabilities.
Summary
cal responses. With the same demand level, workers in low control workplaces are significantly more affected by their work.It is important because in reality, there is no way we can create a workplace in which a person has total control over their work and over their destiny. No organization can guarantee lifelong employment, no one can foresee market changes or economic downturns. But, as long as people have open lines of communication and know that they can get the information they need - even if it's "we don't know yet," they experience a sense of control. Thus, organizations which enable open, honest communication create a context in which people are less likely to be stressed out, and because of that, more likely to utilize their capabilities.Summary
To create a high performance organization, an organization which brings out the best in its people, we need to understand how stress affects people's intellectual, emotional, and interpersonal functioning. By drawing on the wealth of research available, we can make recommendations which increase the probability that people will not be compromised by stress, but instead, perform at optimal levels.
Monday, December 27, 2010
Red Bull Racing Formula One Top Team
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