18 lines
5.7 KiB
Plaintext
Executable File
18 lines
5.7 KiB
Plaintext
Executable File
tgwall&mgotlib&TeamAP&6.0.0&&&TeamAP&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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1.1.o.o.o.1.&TeamAP.001&TeamAP.002&TeamAP.003&TeamAP.004&TeamAP.005&TeamAP.006&TeamAP.007&TeamAP.008&TeamAP.009&TeamAP.010&TeamAP.011&TeamAP.012&TeamAP.013&TeamAP.014&TeamAP.015&TeamAP.016&TeamAP.017&TeamAP.018&TeamAP.019&TeamAP.020&TeamAP.021&TeamAP.022&TeamAP.023&TeamAP.024
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&::P1.0:1:1:0&::P1.0:1:1:0&::P2.0:1:1:0&::P2.0:1:1:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0
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&To become the premier provider of construction
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<BR>services in the region. By combining diverse
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<BR>divisions of electrical services in association
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<BR>with supporting construction management and
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<BR>general construction activities we are able to
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<BR>maximize our effectiveness as well as our
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<BR>efficiency. Our multiple divisions have an added
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<BR>benefit by providing wide-ranging work
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<BR>opportunities and diversity in order to compensate
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<BR>when work activities are slow in one division or
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<BR>another.::&Leadership must be demonstrated by example. If you
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<BR>want your team to start early come in early. If
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<BR>you want them to ask questions encourage it by
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<BR>asking questions yourself. If you want your team
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<BR>members to produce, empower them to do so. Make
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<BR>sure that they are not afraid to demonstrate their
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<BR>abilities not just to you but to other leaders.
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<BR>
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<BR>If you want the employees you are responsible for
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<BR>to follow you, you need to explain to them the
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<BR>role they are to perform. Set goals, assess them,
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<BR>and encourage them. Nothing can destroy an
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<BR>employees motivation quicker than discouragement
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<BR>or belittling them.
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<BR>
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<BR>You must always remain calm yet firm with your
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<BR>requirements. At all times be cognizant of the
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<BR>individual employees ability to perform the task
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<BR>at hand. Not everybody can do everything. Assign
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<BR>work at hand to someone with the ability or
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<BR>capacity to do the job.
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<BR>
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<BR>Equally important you should not micromanage, when
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<BR>you give out a task let your employee do it, even
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<BR>if you know how to do it better or quicker. Mold
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<BR>and shape the product they produced into the
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<BR>product you want. That way they will learn to
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<BR>produce what you want when you need it. ::&In order to improve teamwork one must understand
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<BR>that the team exists for the mutual benefit of all
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<BR>involved. Then you should understand what is
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<BR>required of you in a team. The three most
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<BR>important items in teamwork or team building are
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<BR>communication, respect, and giving of oneself. I
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<BR>describe these items below
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<BR>
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<BR>Teamwork requires communication, the most basic of
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<BR>which is the ability to respectfully convey your
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<BR>needs so that the other party can understand those
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<BR>needs. Conversely you need to listen in order to
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<BR>understand the other parties needs. Both sides of
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<BR>the conversation are equally important, if either
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<BR>party fails to respect or understand the needs of
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<BR>the other or fails to respect the others point of
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<BR>view then communication breaks down. The goal of
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<BR>teamwork is to prevent that breakdown of
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<BR>communication by working together to achieve the
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<BR>business objective at hand.
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<BR>
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<BR>Teamwork requires respect, if your position does
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<BR>not directly fall in line within the
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<BR>organizational chart of a company, you must
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<BR>recognize and appreciate the role that person
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<BR>plays for the success of the business. Work with
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<BR>them on an equal plane. Its amazing what different
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<BR>perspectives bring to a discussion, or for that
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<BR>matter what you can learn.
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<BR>
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<BR>Teamwork is giving of oneself, to offer ideas from
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<BR>past experiences or explaining your perspective of
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<BR>an issue is important, or to offer help either
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<BR>through assisting or complementing tasks by
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<BR>supplementing someone elses work force. This
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<BR>means getting the work done when the other party
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<BR>needs it, not in your free time. It also means
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<BR>that you should not expect something in return
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<BR>immediately, you are doing this for the benefit of
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<BR>the company, not yourself.
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<BR>
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<BR>::&Teamwork improvement can be measured overtly
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<BR>through a measurable improvement in business. The
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<BR>success of a division although central to each
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<BR>managers objective is only outweighed by the
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<BR>success of the overall company, essentially
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<BR>benefiting from the management team in place.
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<BR>
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<BR>Covertly each manager will measure teamwork
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<BR>success when a deadline exists and they have
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<BR>cooperation from other people or other divisions
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<BR>without the need of going to a higher level of
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<BR>management in order to direct others to help you.::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::
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Not Scored by Definition
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