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Inspiring and Motivating Arts and Culture Teams
Inspiring and Motivating Arts and Culture Teams
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信息技术2017级一班
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Autonomy and Skill Variety
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Welcome
Course Introduction
Reactions to Steve Jobs' Vision for Apple
The Business Case for Visionary Leadership
How a Clear Vision Creates Energy
Why Do We Do What We Do
Arts and Culture Why We Do What We Do
How Starting with WHY is Essential
How Starting with WHY is Essential Tim Cynova
How Starting with WHY is Essential Franci Phelan
How Starting with WHY is Essential Aaron Dworkin
What Does Success Look Like
How Must We Act to Ensure Success
Does Jobs Answer the Three Questions Part 1
Does Jobs Answer the Three Questions Part 2
Part 1 Visionary Language
Part 2 Visionary Language - Reflecting on Dead Poets Society
Part 3 Visionary Language - MLK Speech
Developing a Vision for Your Team
Verbals and Non-Verbals
Part 2 Verbals and Non-Verbals
How to Design your Office to Reinforce your Vision
How Physical Space Reinforces Vision Franci Phelan
How Physical Space Reinforces Vision Tim Cynova
Learn to be Charismatic
The Dual Role Charisma Plays in Society and Organizations
Natural vs. Learned Charisma
Recap Becoming a Visionary Leader
Goals and Performance
The Risks of Stretch Goals
SMART Goals
Limitations of SMART Goals, Part 1
Limitations of SMART Goals, Part 2
Making Goals Meaningful
Setting SMART and Meaningful Goals.
Setting SMART and Meaningful Goals Franci Phelan
Setting SMART and Meaningful Goals Aaron Dworkin
Autonomy and Skill Variety
Autonomy and Skill Variety Part 2
Autonomy and Skill Variety Part 3
Maintaining Connection to Impact in Non-Profit Organizations
Recap Setting Effective Goals Recap Setting Effective Goals
Drivers of Performance
Drivers of Performance and Motivation
The Business Case for Employee Management
Global Engagement Data Implication for Cultural Organization
Understanding Human Needs to Motivate People
Understanding People's Needs to Drive Motivation
Understanding People's Needs to Drive Motivation Tim Cynova
Understanding People Need to Drive Motivation Franci Phelan
Drivers of Satisfaction vs. Dissatisfaction
How to Diagnose if Someone is Satisfied or Dissatisfied at Work
How to Diagnose if Someone is Satisfied or Dissatisfied at Work Franci Phelan
How to Diagnose if Someone is Satisfied or Dissatisfied at Work Tim Cynova
How to Diagnose if Someone is Satisfied or Dissatisfied at Work Aaron Dworkin
Extrinsic vs. Intrinsic Motivators
How to Create Meaning at Work
Nonprofit “Calling” as a Double-Edged Sword
Exercise Backward Mapping Values and Needs from Behavior
4 Major Motivation Traps
Recap Drivers of Performance
Equity
Equity Part 2
Equity Part 3
Equitable Compensation in Cultural Organizations
The Folly of Rewarding A while Hoping for B
Types of Reinforcement
Managing by Fear
Schedules of Reinforcement
Schedules of Reinforcement, Part 2
Maximizing Rewards with a Tight Budget
Maximizing Rewards with a Tight Budget Aaron Dworkin
Maximizing Rewards with a Tight Budget Tim Cynova
Functions of a Performance Appraisal
Functions of a Performance Appraisal Part 2
Challenges of a Performance Appraisal
Providing Critical Performance Feedback
Giving Critical Performance Feedback
Giving Critical Performance Feedback Aaron Dworkin
Giving Critical Performance Feedback Franci Phelan
Seeking Performance Feedback
Seeking Performance Feedback Part 2
Seeking Feedback and Performance Appraisals
Seeking Feedback and Performance Appraisals
Recap Aligning Rewards with Behaviors
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