agenda

Examples of agenda in the following topics:

• Managing Organizational Priorities

  • Agendas may also be used as a means of highlighting current progress and projecting future progress.
  • Agendas are also used broadly in the political and public domain, where meetings held by public institutions, NGOs, or political groups are approached and organized via a given agenda.
  • Skilled managers may construct and implement an agenda in an organizational setting.
  • Agendas are an excellent tool for organizing thoughts and leading discussion.
  • The pursuit of agendas requires a similar set of managerial skills.

• Employee Development

  • Each of these stakeholder groups has its own agendas and motivations, which can cause conflict with the agendas and motivations of other stakeholder groups.

• Interpersonal Skills of Successful Managers

  • A team leader who is unconcerned with team members' needs or who has a personal agenda that is perceived to be more important than the team's goals may be considered more of a manager than a leader, with the possible outcome of being estranged from team members.
  • Conversely, team leaders who are admired and loyally followed are those who show concern for the team members as individuals with real needs and who place their team above their own personal agendas.

• Differences Between Groups and Teams

  • While such meetings typically have an agenda and thus a purpose and some structure, we would not necessarily think of those in attendance as a team.

• Team Building

  • Sometimes organizations use more intensive and time-consuming activities such as off-site, day-long retreats with an agenda that can include interpersonal bonding exercises, simulations, personality and communication style assessments, and group-dynamics games.

• Overview of Negotiating Strategies

  • The behavior of the negotiators is guided by the relationships and communication styles, and substance of the negotiations is guided by the actual commodity, service, or agenda in question.
  • To collaborate requires strategic thinking, and individuals particularly aligned with this style have a tendency to focus more on the content/agenda than their negotiating counterparts (sometimes overlooking relationships).

• Core Culture

  • Core culture is more ideological and strategic, representing concepts such as vision (long-term agenda and values), while observable culture is more of a communications channel (i.e., stories, logos, symbols, branding, mission statement, and office environment).

• CPM and PERT Charts

  • Project managers are master multitaskers, capable of seeing the forest of the long-term agenda through the trees of short-term objectives.