Jobs and CareersBersama Membangun Lowongan Entrepreneurship
Sampai sekarang, angka kemiskinan dan pengangguran di Indonesia masih sangat besar. Jumlah penduduk miskin tercatat sekitar 49 juta. Sedangkan jumlah pengangguran mutlak, yaitu mereka yang sama sekali tidak memiliki pekerjaan, tak kurang dari 12 juta orang. Sangat memprihatinkan. Tak mudah untuk mengatasinya. Paling tidak dibutuhkan kerja keras dan sinergi dari berbagai pihak, mulai pemerintah, BUMN, kalangan dunia usaha dan masyarakat.
Namun yang paling dekat untuk bisa dilakukan untuk mengatasi problem sosial tersebut adalah mendidik dan mengembangkan jiwa kewirausahaan (entrepreneurship) di kalangan masyarakat. Dengan adanya semangat kewirausahaan, masyarakat tidak perlu lagi mencari lowongan pekerjaan. Justru merekalah yang membuka lowongan kerja bagi yang lain.
Selama ini, banyak pihak yang sudah berusaha mengembangkan jiwa dan semangat kewirausahaan ini dikalangan masyarakat. Misalnya dunia usaha (korporat). Mereka melakukan pelatihan wirausaha, pembinaan, membuka lowongan peluang usaha, membantu permodalan, hingga membantu pemasaran dalam bentu program corporate social responsibility (CSR).
Adalah PT Kalbe Farma, salah satu perusahaan yang memiliki program pengembangan kewirausahaan. Nama programnya Promag Mulia yang berupa pelatihan bagi para wirausahawan pemula. Program ini dimulai sejak 2005. Puluhan wirausahawan pemula telah menikmatinya. Brand Executive PT Kalbe Farma, Rully Prasetyanto, mengungkapkan, Promag Mulia bertujuan memberi kesempatan para wirausaha pemula agar usaha mereka dapat lebih berkembang dengan landasan pengetahuan bisnis mutakhir dan ahlak yang baik.
Sejak awal kegiatan hingga sepanjang 2006 lalu, program ini membuka lowongan dan menjaring para wirausahawan pemula dari Jakarta, Bandung, Surabaya, Makassar, Medan, dan Lampung. Selama 30 hari mereka mendapat pengetahuan tentang usaha yang profesional di Training Center Manajemen Qolbu Ponpes Daarut Tauhid, Bandung. Tahun ini, program tersebut akan kembali dilakukan dengan sasaran peserta yang sama dengan tahun lalu.
''Hingga saat ini program Promag Mulia sudah berhasil mendidik 45 orang wirausaha pemula. Tahun ini, program tersebut akan kami teruskan,'' ujarnya kepada Republika.
Perusahaan penambang batu bara, PT Berau Coal dan PT Adaro Indonesia juga memiliki program serupa. Malahan kedua penambang batu bara di Kalimantan itu langsung mengarahkan para calon dan pengusaha pemula untuk mendapatkan modal kerja setelah menjalani pelatihan.
Berau dalam menjalankan program CSR kewirausahaan ini melalui proyek kerjasama penanaman tumbuhan Jarak untuk kemudian diolah menjadi biodiesel. ''Kami melakukan pengembangan jenis tanaman yang ditaman agar memberikan nilai ekonomi. Dalam hal ini, penanaman Jarak yang dilakukan penduduk lokal. Dari tanaman tersebut dapat dimanfaatkan antara lain sebagai penghasil minyak Jarak dan telah kami olah sebagai Biodiesel. Sejak sekitar setahun lalu, penggunaannya sudah diujicobakan pada sejumlah kendaraan operasional Berau. Jadi kami didik mereka jadi pengusaha mitra Berau,'' kata Presiden Direktur PT Berau Coal, Bob Kamandanu.
Sedang PT Adaro Indonesia menggelar program kewirausahaan itu dengan nama program Pemuda Pelopor. Proyeknya dimulai tengah tahun 2006, dan sampai kini telah menelorkan 30 pemuda terdidik dalam program angkatan pertama. Angkatan kedua sedang belajar di Bandung sejumlah 30 pemuda. ''Dari angakatan pertama telah berkarya 22 orang dengan modal usaha Adaro yang menyediakannya,'' bangga Yunizar Andriansyah, External Relation Manager PT Adaro Indonesia.
Unit usaha baru
Pemerintah sebetulnya juga peduli terhadap pengembangan jiwa kewirausahaan. Ini dibuktikan dengan pembentukan kementerian koperasi dan usaha kecil menengah. Salah satu tugas kementerian ini adalah mengembangkan kewirausahaan dikalangan masyarakat sehingga tumbuh UKM-UKM baru.
Dalam situs kementerian koperasi dan UKM disebutkan, Indonesia memerlukan tambahan sekitar 20 juta unit usaha baru di luar sektor pertanian dalam 15 tahun mendatang. Hal ini penting untuk meningkatkan daya dukung pertumbuhan ekonomi dan penciptaan lowongan kerja. Untuk memenuhinya, maka harus dikembangkan 1,3 juta unit usaha baru di Indonesia setiap tahunnya. Untuk periode 2005 - 2009, dicanangkan pembukaan 6 juta unit usaha UMKM baru di Indonesia. Pengembangan wirausaha baru tersebut terkait dengan upaya menumbuhkan lingkungan usaha yang kondusif, menumbuhkan kemauan masyarakat untuk berwirausaha, meningkatkan kemampuan masyarakat untuk berwirausaha dan sistem insentif yang menstimulan masyarakat untuk merealisasikan membuka usaha baru.
Program ini mencakup rangkaian kebijakan dan aktivitas, seperti mengembangkan dan melaksanakan gerakan nasional memasyarakatkan dan membudayakan kewirausahaan, memetakan potensi dan kebutuhan jenis usaha yang potensial di setiap kota di Indonesia. Sementara itu, Kabid Litbang dan Pelatihan Corporate Forum for Community Development (CFCD), Erman Sugiyanto, mengungkapkan, untuk menumbuhkan jiwa kewirausahaan masyarakat, maka harus melihat potensi ekonomi setempat. Potensi tersebutlah yang perlu dikembangkan dan dioptimalkan untuk menumbuhkan kewirausahaan masyarakat.
Erman mencontohkan yang dilakukan British Petrolium di Pantai Utara (Pantura) Jawa. Di sana, perusahaan minyak asal Inggris tersebut mengembangkan unit ekonomi desa yang berbasis pada tambak. Sebab sebagian besar masyarakat di sana melakukan budidaya tambak. ''Di Pantura ada satu jenis ikan yang harganya rendah. Tapi ketika dikeringkan, harganya lebih tinggi. Ikan ini kemudian diekspor ke Malaysia untuk dibuat kripik. Sekarang sedang dikembangkan ikan tersebut tidak langsung diekspor tapi dibuat kripik oleh masyarakat. Jadi harganya bisa lebih tinggi,'' katanya. Yang jelas, tegasnya, untuk menumbuhkan jiwa dan semangat kewirausahaan dibutuhkan kerjasama berbagai pihak. Yaitu masyarakat setempat, pemerintah, korporat atau perusahaan, dan pihak-pihak lain. ***
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source: artikel Republika
( jar )
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The "Low-Down" on Team Development, Part II
In last month's artic le we looked at the four basic adverse reactions to people performing together. The psychological classifications we looked at are called: mobs, gangs, committees and groups. We learned that in any of these adverse groupings people may appear to function well, but as compared to an interdependent team they are like an eight cylinder engine firing on only two or three cylinders. With striking predictability, a group of individuals progress through a developmental process while maturing as an interdependent team. Dr. Bruce W. Tuckman first described this process over 40 years ago, and even today his model is the best method of describing and documenting team maturation. One of the most important team leader responsibilities is to facilitate and guide the team through this process by being aware of the symptoms and reactions of each of the four team developmental stages.
Stage One.
In Stage 1, personal relations are characterized by feelings of dependency, and the primary task functions concern being oriented to the team's purpose. In the beginning of a team's life, individual members depend on the leader to provide all structure: they want the leader to set ground rules, establish the agenda, and to do all the leading. Team members expect an explanation of the issues or problems to be explored. The team's purpose itself has to be discussed so there can be a common understanding of what the team has been organized to do. Common behaviors at this point include questioning why are we here, what are we supposed to do, and what are our goals.
Stage Two.
Stage 2 is characterized by conflict in the personal relations dimension and a need to be organized in the task-functions dimension. Interpersonal conflict (differences of opinion) inevitably ensues as a part of small group interaction. It may be that the conflict remains hidden, but it is there nonetheless. We bring to team activity a lot of our own unresolved conflicts with regard to authority, dependency, rules, roles, agenda, and we experience interpersonal conflict as we organize to get work done.
Common questions in stage two include: who will be responsible for what; what are the work rules; what are the limits; what are the rewards; what are the criteria. The variety of organizational concerns that emerge reflect interpersonal conflict over leadership, structure, power, and authority.
Stage Three.
Personal relations in Stage 3 are marked by cohesion and group identification, and the major task function is communication. In Stage 3 team members begin to experience a sense of groupings, a feeling of catharsis at having resolved interpersonal conflict and of having "gotten together." They begin sharing ideas, feelings, giving feedback to each other, soliciting feedback, exploring actions related to the task, and sharing information. This becomes a period during which people feel good about what is going on; they feel good about being a part of the team, and there is an emerging openness with regard to the task. Sometimes during Stage 3 there can be a brief abandonment of the task and a period of play that is an enjoyment of the cohesion that is being experienced.
The team leader can employ two methods of leading a Stage 3 team into Stage 4. The first is to identify for the team a significant "pinch or hurt" for the organization that needs to be resolved. The second method is to identify a "threat" to the organization. When a Stage 3 team clearly sees a pinch or hurt, or a threat, it will leap into Stage 4 to solve the problem. Afterward, it may revert back to Stage 3 once again until a new threat is uncovered.
Stage Four.
Stage 4 is marked by interdependence on the personal relations dimension and problem solving on the task-functions dimension. Interdependence means that team members have resolved their conflicts and have developed an effective relationship with other team members. They can work in sub-groups, or as a total team: it makes no difference. The team becomes driven toward achieving its goal, but has equal concern for the well being of its members. Members are both highly task-oriented and highly people-oriented.
The activities are marked by both collaboration and functional competition. The team's tasks are well defined, there is high commitment to common activity, and there is support for experimentation with solving problems.
Dr. Tuckman's model illustrates how people working together can progress through the four stages of team development. In Stage 1 people commonly ask "why" questions; in Stage 2 they ask "what" questions; in Stage 3 it's common for the team to be fairly noisy as they communicate; and in Stage 4 a team will literally insist on solving problems. If you would like more information on team development, please contact one of our team members at (888)262-2499. You can also visit our website to learn more about our products, services, and the multinational organizations we have served over the past three decades. ***
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by Dr. Richard L. Williams
About the author: Dr. Richard L. Williams is a retail consultant specializing in team development, performance coaching, leadership development and organizational development.
Due to outstanding scholarship while a doctoral candidate at Oxford University, Dr. Williams was honored with Knighthood. His formal title is, therefore, "Sir
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Does Your Resume Have What It Takes To Survive The First Cut
To be a success, your resume must have sufficient "scan appeal" to pass a first cut that initial stage when a busy employer, faced with a stack of resumes, scans each one for about 30 to 60 seconds and rejects most. What can you do to make sure that your resume survives the first cut?
For answers, consider the following analysis of a typical 30-second scan. Then learn how to evaluate your own resume for scan appeal.
The first 5 seconds
Resume writers spend most of their time thinking about wording. Yet, it is the immediate visual impact of your resume that first influences how the employer feels about hiring you. Without consciously thinking about it, your reader "decides" within seconds whether your resume is visually pleasing. Consider your own resume from the 5-second perspective Is there a good balance of text and white space? Is the resume monotonous, or does it use a pleasing variety of visual elements (heading sizes, bold, italic, bullets, etc.)?
Your reader also develops an immediate feel for whether your resume will be easy to read. Make sure that your resume invites the reader to scan by using a clear and consistent format, and by highlighting key points in bulleted lists. Important information should never be presented in long, dense paragraphs.
The next 10 seconds
After taking in your resume's visual qualities, the employer's eye focuses on the top half of the first page. He or she will be trying to get a quick overview of who you are and what you can do. Much like the computers at employment web sites, the employer will scan quickly for information that suggests you are a good match for the job at hand. To take full advantage of these 10 seconds, most resumes should start with a headline and a summary section. The headline (typically stating an "objective") declares in one or two lines the essence of who you are and what you are seeking.
The summary section (often titled " Summary of Qualifications" or "Personal Profile") uses bullets and succinct wording to highlight what is likely to most intrigue the employer. Before writing this section, make a list of the 5 to 10 criteria that are most likely to guide the employer's choice then summarize your qualifications in a way that speaks directly to the employer's interests.
The last 15 seconds
If your resume is visually pleasing and starts with an effective summary, your reader will naturally want to scan the rest of it. At this point, the employer will look for: confirmation that you meet the job's requirements, supporting evidence for your summary section, and any intriguing details that add to the picture of what you would be like to work with.
Your job is to consider where the reader's eye is most likely to be drawn, and use these places to your advantage. They include: section headings, subheadings, the first sentence or two immediately under headings, position titles, bulleted lists (especially the top one or two items), words in bold, words in italic, and numerals (i.e. numbers that are not spelled out). Consider all of these to be tools at your disposal when creating scan appeal. Is there an accomplishment, for example, that you want to highlight? Try putting it at the top of a bulleted list and including one or two numerals (such as "reduced costs by 10%" or "supervised a staff of 12"). If appropriate, use some bold or italic either within the item or in the wording that introduces it.
Testing for Scan Appeal
Your resume should be tested for scan appeal before any copies go out. You must be able to answer two questions Given just 30 seconds to convince the employer to consider you, what must you bring to his or her attention? And, what does your resume actually convey in a 30-second scan?
To conduct a preliminary test yourself, review your employment strategy i.e. list the top five things you think are most important for the employer to know about you. Then look at the parts of your resume most likely to be seen in a scan, and make sure each item has been highlighted in some way. For an even more telling test, give your resume to several people who don't know you well, and time them as they scan it for 30 seconds. When they are done, have them set the resume aside and jot down everything they remember. Would the information they noticed and remembered provide compelling reasons for the employer to hire you? If the answer is yes, your resume has excellent scan appeal. ***
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By Ruth Anderson VANTAGE POINT Coaching & Consulting
Ruth Anderson is the owner of Vantage Point Coaching & Consulting and author of WRITE RESUMES WITH CONFIDENCE: How to Create Outstanding Resumes and Have the Confidence to Use Them with Success. Learn more about her products and services, including the unique INTRODUCTION TO COACHING and JOB SEARCH TUNE-UP programs, at http://www.vantagepointcoaching.com or write mailto:ruth@vantagepointcoaching.com.
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Transitioning portable careers for global military families
Mention virtual business or portable careers in the military community and typically you think of the military spouse, veteran, or military retiree jump-starting their own business - - keeping in touch with clients, colleagues or a combination of both. How? Electronically of course. The evolvement of home office technology presents a wealth of opportunity for the military spouse to develop businesses that can be operated from virtually anywhere.
Examples of the types of businesses that could fall under the virtual or portable realm could include the following:
- Technical or business writing - Editor - Proofreader - Web Developer - Secretarial Support - Travel Agent - Translator - Interpreter - Graphic Illustrator - Freelance Writer - Researcher - Technical Support Agent - Consultant
Deciding which business is right for you could seem a little challenging at first, however, a wonderful exercise to help get you started is called the self-awareness and skills evaluation. In this exercise you ll ask yourself a series of questions. Note: it s important to be honest with yourself.
1. Are you a self-starter?
2. Do you enjoy working independently or as part of a team?
3. Are you trust-worthy and honest?
4. Are you comfortable communicating by email and telephone?
5. Have you always dreamed of starting your own business?
6. What are you passionate about?
7. Do you enjoy serving others?
8. What software proficiencies do you possess?
9. Can you set goals and follow them through to completion?
10. Are you comfortable with rejection?
If you answered, Yes to the majority of the questions chances are you ve got the skills, attitude, and motivation of a business owner. Starting a business in general, regardless of the type requires much planning, research, patience, and preparation. Working for yourself means making decisions on everything. An example:
- Equipment purchases hardware to run your virtual business efficiently - Software purchases required to serve clients and run your business efficiently - Business structure setup - (sole-proprietor, corporation or LLC) - Hours of operation establishing the hours which you ll work - Loans preparing loan packets (if you ll require startup capital)
Do you plan to operate your virtual business from government quarters? If so, you ll need to contact your base housing office for authorization to operate a business from government quarters. Note: regulations on operating a business from government quarters varies base to base, be sure to verify with your local housing office first. Working for yourself doesn t mean you re all alone, there are organizations that can provide assistance and support in the startup phases and during expansion: Small Business Administrationwww.sba.gov
Service Corps of Retired Executiveswww.score.org
Small Business Development Centerwww.sba.gov/sbdc/
SBA Women s Business Ownershipwww.sba.gov/womeninbusiness
We ve covered the preliminaries of setting up your business now let s focus on the virtual aspect. Developing a presence on the Internet will be a key factor in the launch of your virtual business this can be done by conducting a domain name search and purchase.
Maintaining your site by keeping the content up-to-date will be just as important. An Internet presence allows clients and prospective clients access to information about your virtual business 24 hours a day. Building sustainable relationships with your clients will be critical to the longevity and success of your virtual business. Regardless of where your military transfers take you, you ll always be connected to your clients and industry colleagues through use of the Internet, email, instant messenger and telephone (cell phone).
For VBO program participation and eligibility visit: http://www.vsscyberoffice.com/vbo. ***
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by Victoria Parham
About the author: Victoria Parham is president and chief technology officer for VSSCyberOffice.com, a forerunner in the virtual support services industry, an advocate of portable careers for trailing spouses and family members. Its web-based Virtual Business Owners Training Program(tm), the first Virtual Careers program for Department of Defense ID Cardholders, is available and accessible at military bases around the world.
Sampai sekarang, angka kemiskinan dan pengangguran di Indonesia masih sangat besar. Jumlah penduduk miskin tercatat sekitar 49 juta. Sedangkan jumlah pengangguran mutlak, yaitu mereka yang sama sekali tidak memiliki pekerjaan, tak kurang dari 12 juta orang. Sangat memprihatinkan. Tak mudah untuk mengatasinya. Paling tidak dibutuhkan kerja keras dan sinergi dari berbagai pihak, mulai pemerintah, BUMN, kalangan dunia usaha dan masyarakat.
Namun yang paling dekat untuk bisa dilakukan untuk mengatasi problem sosial tersebut adalah mendidik dan mengembangkan jiwa kewirausahaan (entrepreneurship) di kalangan masyarakat. Dengan adanya semangat kewirausahaan, masyarakat tidak perlu lagi mencari lowongan pekerjaan. Justru merekalah yang membuka lowongan kerja bagi yang lain.
Selama ini, banyak pihak yang sudah berusaha mengembangkan jiwa dan semangat kewirausahaan ini dikalangan masyarakat. Misalnya dunia usaha (korporat). Mereka melakukan pelatihan wirausaha, pembinaan, membuka lowongan peluang usaha, membantu permodalan, hingga membantu pemasaran dalam bentu program corporate social responsibility (CSR).
Adalah PT Kalbe Farma, salah satu perusahaan yang memiliki program pengembangan kewirausahaan. Nama programnya Promag Mulia yang berupa pelatihan bagi para wirausahawan pemula. Program ini dimulai sejak 2005. Puluhan wirausahawan pemula telah menikmatinya. Brand Executive PT Kalbe Farma, Rully Prasetyanto, mengungkapkan, Promag Mulia bertujuan memberi kesempatan para wirausaha pemula agar usaha mereka dapat lebih berkembang dengan landasan pengetahuan bisnis mutakhir dan ahlak yang baik.
Sejak awal kegiatan hingga sepanjang 2006 lalu, program ini membuka lowongan dan menjaring para wirausahawan pemula dari Jakarta, Bandung, Surabaya, Makassar, Medan, dan Lampung. Selama 30 hari mereka mendapat pengetahuan tentang usaha yang profesional di Training Center Manajemen Qolbu Ponpes Daarut Tauhid, Bandung. Tahun ini, program tersebut akan kembali dilakukan dengan sasaran peserta yang sama dengan tahun lalu.
''Hingga saat ini program Promag Mulia sudah berhasil mendidik 45 orang wirausaha pemula. Tahun ini, program tersebut akan kami teruskan,'' ujarnya kepada Republika.
Perusahaan penambang batu bara, PT Berau Coal dan PT Adaro Indonesia juga memiliki program serupa. Malahan kedua penambang batu bara di Kalimantan itu langsung mengarahkan para calon dan pengusaha pemula untuk mendapatkan modal kerja setelah menjalani pelatihan.
Berau dalam menjalankan program CSR kewirausahaan ini melalui proyek kerjasama penanaman tumbuhan Jarak untuk kemudian diolah menjadi biodiesel. ''Kami melakukan pengembangan jenis tanaman yang ditaman agar memberikan nilai ekonomi. Dalam hal ini, penanaman Jarak yang dilakukan penduduk lokal. Dari tanaman tersebut dapat dimanfaatkan antara lain sebagai penghasil minyak Jarak dan telah kami olah sebagai Biodiesel. Sejak sekitar setahun lalu, penggunaannya sudah diujicobakan pada sejumlah kendaraan operasional Berau. Jadi kami didik mereka jadi pengusaha mitra Berau,'' kata Presiden Direktur PT Berau Coal, Bob Kamandanu.
Sedang PT Adaro Indonesia menggelar program kewirausahaan itu dengan nama program Pemuda Pelopor. Proyeknya dimulai tengah tahun 2006, dan sampai kini telah menelorkan 30 pemuda terdidik dalam program angkatan pertama. Angkatan kedua sedang belajar di Bandung sejumlah 30 pemuda. ''Dari angakatan pertama telah berkarya 22 orang dengan modal usaha Adaro yang menyediakannya,'' bangga Yunizar Andriansyah, External Relation Manager PT Adaro Indonesia.
Unit usaha baru
Pemerintah sebetulnya juga peduli terhadap pengembangan jiwa kewirausahaan. Ini dibuktikan dengan pembentukan kementerian koperasi dan usaha kecil menengah. Salah satu tugas kementerian ini adalah mengembangkan kewirausahaan dikalangan masyarakat sehingga tumbuh UKM-UKM baru.
Dalam situs kementerian koperasi dan UKM disebutkan, Indonesia memerlukan tambahan sekitar 20 juta unit usaha baru di luar sektor pertanian dalam 15 tahun mendatang. Hal ini penting untuk meningkatkan daya dukung pertumbuhan ekonomi dan penciptaan lowongan kerja. Untuk memenuhinya, maka harus dikembangkan 1,3 juta unit usaha baru di Indonesia setiap tahunnya. Untuk periode 2005 - 2009, dicanangkan pembukaan 6 juta unit usaha UMKM baru di Indonesia. Pengembangan wirausaha baru tersebut terkait dengan upaya menumbuhkan lingkungan usaha yang kondusif, menumbuhkan kemauan masyarakat untuk berwirausaha, meningkatkan kemampuan masyarakat untuk berwirausaha dan sistem insentif yang menstimulan masyarakat untuk merealisasikan membuka usaha baru.
Program ini mencakup rangkaian kebijakan dan aktivitas, seperti mengembangkan dan melaksanakan gerakan nasional memasyarakatkan dan membudayakan kewirausahaan, memetakan potensi dan kebutuhan jenis usaha yang potensial di setiap kota di Indonesia. Sementara itu, Kabid Litbang dan Pelatihan Corporate Forum for Community Development (CFCD), Erman Sugiyanto, mengungkapkan, untuk menumbuhkan jiwa kewirausahaan masyarakat, maka harus melihat potensi ekonomi setempat. Potensi tersebutlah yang perlu dikembangkan dan dioptimalkan untuk menumbuhkan kewirausahaan masyarakat.
Erman mencontohkan yang dilakukan British Petrolium di Pantai Utara (Pantura) Jawa. Di sana, perusahaan minyak asal Inggris tersebut mengembangkan unit ekonomi desa yang berbasis pada tambak. Sebab sebagian besar masyarakat di sana melakukan budidaya tambak. ''Di Pantura ada satu jenis ikan yang harganya rendah. Tapi ketika dikeringkan, harganya lebih tinggi. Ikan ini kemudian diekspor ke Malaysia untuk dibuat kripik. Sekarang sedang dikembangkan ikan tersebut tidak langsung diekspor tapi dibuat kripik oleh masyarakat. Jadi harganya bisa lebih tinggi,'' katanya. Yang jelas, tegasnya, untuk menumbuhkan jiwa dan semangat kewirausahaan dibutuhkan kerjasama berbagai pihak. Yaitu masyarakat setempat, pemerintah, korporat atau perusahaan, dan pihak-pihak lain. ***
-----------------------------------------------------
source: artikel Republika
( jar )
==========================================
The "Low-Down" on Team Development, Part II
In last month's artic le we looked at the four basic adverse reactions to people performing together. The psychological classifications we looked at are called: mobs, gangs, committees and groups. We learned that in any of these adverse groupings people may appear to function well, but as compared to an interdependent team they are like an eight cylinder engine firing on only two or three cylinders. With striking predictability, a group of individuals progress through a developmental process while maturing as an interdependent team. Dr. Bruce W. Tuckman first described this process over 40 years ago, and even today his model is the best method of describing and documenting team maturation. One of the most important team leader responsibilities is to facilitate and guide the team through this process by being aware of the symptoms and reactions of each of the four team developmental stages.
Stage One.
In Stage 1, personal relations are characterized by feelings of dependency, and the primary task functions concern being oriented to the team's purpose. In the beginning of a team's life, individual members depend on the leader to provide all structure: they want the leader to set ground rules, establish the agenda, and to do all the leading. Team members expect an explanation of the issues or problems to be explored. The team's purpose itself has to be discussed so there can be a common understanding of what the team has been organized to do. Common behaviors at this point include questioning why are we here, what are we supposed to do, and what are our goals.
Stage Two.
Stage 2 is characterized by conflict in the personal relations dimension and a need to be organized in the task-functions dimension. Interpersonal conflict (differences of opinion) inevitably ensues as a part of small group interaction. It may be that the conflict remains hidden, but it is there nonetheless. We bring to team activity a lot of our own unresolved conflicts with regard to authority, dependency, rules, roles, agenda, and we experience interpersonal conflict as we organize to get work done.
Common questions in stage two include: who will be responsible for what; what are the work rules; what are the limits; what are the rewards; what are the criteria. The variety of organizational concerns that emerge reflect interpersonal conflict over leadership, structure, power, and authority.
Stage Three.
Personal relations in Stage 3 are marked by cohesion and group identification, and the major task function is communication. In Stage 3 team members begin to experience a sense of groupings, a feeling of catharsis at having resolved interpersonal conflict and of having "gotten together." They begin sharing ideas, feelings, giving feedback to each other, soliciting feedback, exploring actions related to the task, and sharing information. This becomes a period during which people feel good about what is going on; they feel good about being a part of the team, and there is an emerging openness with regard to the task. Sometimes during Stage 3 there can be a brief abandonment of the task and a period of play that is an enjoyment of the cohesion that is being experienced.
The team leader can employ two methods of leading a Stage 3 team into Stage 4. The first is to identify for the team a significant "pinch or hurt" for the organization that needs to be resolved. The second method is to identify a "threat" to the organization. When a Stage 3 team clearly sees a pinch or hurt, or a threat, it will leap into Stage 4 to solve the problem. Afterward, it may revert back to Stage 3 once again until a new threat is uncovered.
Stage Four.
Stage 4 is marked by interdependence on the personal relations dimension and problem solving on the task-functions dimension. Interdependence means that team members have resolved their conflicts and have developed an effective relationship with other team members. They can work in sub-groups, or as a total team: it makes no difference. The team becomes driven toward achieving its goal, but has equal concern for the well being of its members. Members are both highly task-oriented and highly people-oriented.
The activities are marked by both collaboration and functional competition. The team's tasks are well defined, there is high commitment to common activity, and there is support for experimentation with solving problems.
Dr. Tuckman's model illustrates how people working together can progress through the four stages of team development. In Stage 1 people commonly ask "why" questions; in Stage 2 they ask "what" questions; in Stage 3 it's common for the team to be fairly noisy as they communicate; and in Stage 4 a team will literally insist on solving problems. If you would like more information on team development, please contact one of our team members at (888)262-2499. You can also visit our website to learn more about our products, services, and the multinational organizations we have served over the past three decades. ***
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by Dr. Richard L. Williams
About the author: Dr. Richard L. Williams is a retail consultant specializing in team development, performance coaching, leadership development and organizational development.
Due to outstanding scholarship while a doctoral candidate at Oxford University, Dr. Williams was honored with Knighthood. His formal title is, therefore, "Sir
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Does Your Resume Have What It Takes To Survive The First Cut
To be a success, your resume must have sufficient "scan appeal" to pass a first cut that initial stage when a busy employer, faced with a stack of resumes, scans each one for about 30 to 60 seconds and rejects most. What can you do to make sure that your resume survives the first cut?
For answers, consider the following analysis of a typical 30-second scan. Then learn how to evaluate your own resume for scan appeal.
The first 5 seconds
Resume writers spend most of their time thinking about wording. Yet, it is the immediate visual impact of your resume that first influences how the employer feels about hiring you. Without consciously thinking about it, your reader "decides" within seconds whether your resume is visually pleasing. Consider your own resume from the 5-second perspective Is there a good balance of text and white space? Is the resume monotonous, or does it use a pleasing variety of visual elements (heading sizes, bold, italic, bullets, etc.)?
Your reader also develops an immediate feel for whether your resume will be easy to read. Make sure that your resume invites the reader to scan by using a clear and consistent format, and by highlighting key points in bulleted lists. Important information should never be presented in long, dense paragraphs.
The next 10 seconds
After taking in your resume's visual qualities, the employer's eye focuses on the top half of the first page. He or she will be trying to get a quick overview of who you are and what you can do. Much like the computers at employment web sites, the employer will scan quickly for information that suggests you are a good match for the job at hand. To take full advantage of these 10 seconds, most resumes should start with a headline and a summary section. The headline (typically stating an "objective") declares in one or two lines the essence of who you are and what you are seeking.
The summary section (often titled " Summary of Qualifications" or "Personal Profile") uses bullets and succinct wording to highlight what is likely to most intrigue the employer. Before writing this section, make a list of the 5 to 10 criteria that are most likely to guide the employer's choice then summarize your qualifications in a way that speaks directly to the employer's interests.
The last 15 seconds
If your resume is visually pleasing and starts with an effective summary, your reader will naturally want to scan the rest of it. At this point, the employer will look for: confirmation that you meet the job's requirements, supporting evidence for your summary section, and any intriguing details that add to the picture of what you would be like to work with.
Your job is to consider where the reader's eye is most likely to be drawn, and use these places to your advantage. They include: section headings, subheadings, the first sentence or two immediately under headings, position titles, bulleted lists (especially the top one or two items), words in bold, words in italic, and numerals (i.e. numbers that are not spelled out). Consider all of these to be tools at your disposal when creating scan appeal. Is there an accomplishment, for example, that you want to highlight? Try putting it at the top of a bulleted list and including one or two numerals (such as "reduced costs by 10%" or "supervised a staff of 12"). If appropriate, use some bold or italic either within the item or in the wording that introduces it.
Testing for Scan Appeal
Your resume should be tested for scan appeal before any copies go out. You must be able to answer two questions Given just 30 seconds to convince the employer to consider you, what must you bring to his or her attention? And, what does your resume actually convey in a 30-second scan?
To conduct a preliminary test yourself, review your employment strategy i.e. list the top five things you think are most important for the employer to know about you. Then look at the parts of your resume most likely to be seen in a scan, and make sure each item has been highlighted in some way. For an even more telling test, give your resume to several people who don't know you well, and time them as they scan it for 30 seconds. When they are done, have them set the resume aside and jot down everything they remember. Would the information they noticed and remembered provide compelling reasons for the employer to hire you? If the answer is yes, your resume has excellent scan appeal. ***
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By Ruth Anderson VANTAGE POINT Coaching & Consulting
Ruth Anderson is the owner of Vantage Point Coaching & Consulting and author of WRITE RESUMES WITH CONFIDENCE: How to Create Outstanding Resumes and Have the Confidence to Use Them with Success. Learn more about her products and services, including the unique INTRODUCTION TO COACHING and JOB SEARCH TUNE-UP programs, at http://www.vantagepointcoaching.com or write mailto:ruth@vantagepointcoaching.com.
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Transitioning portable careers for global military families
Mention virtual business or portable careers in the military community and typically you think of the military spouse, veteran, or military retiree jump-starting their own business - - keeping in touch with clients, colleagues or a combination of both. How? Electronically of course. The evolvement of home office technology presents a wealth of opportunity for the military spouse to develop businesses that can be operated from virtually anywhere.
Examples of the types of businesses that could fall under the virtual or portable realm could include the following:
- Technical or business writing - Editor - Proofreader - Web Developer - Secretarial Support - Travel Agent - Translator - Interpreter - Graphic Illustrator - Freelance Writer - Researcher - Technical Support Agent - Consultant
Deciding which business is right for you could seem a little challenging at first, however, a wonderful exercise to help get you started is called the self-awareness and skills evaluation. In this exercise you ll ask yourself a series of questions. Note: it s important to be honest with yourself.
1. Are you a self-starter?
2. Do you enjoy working independently or as part of a team?
3. Are you trust-worthy and honest?
4. Are you comfortable communicating by email and telephone?
5. Have you always dreamed of starting your own business?
6. What are you passionate about?
7. Do you enjoy serving others?
8. What software proficiencies do you possess?
9. Can you set goals and follow them through to completion?
10. Are you comfortable with rejection?
If you answered, Yes to the majority of the questions chances are you ve got the skills, attitude, and motivation of a business owner. Starting a business in general, regardless of the type requires much planning, research, patience, and preparation. Working for yourself means making decisions on everything. An example:
- Equipment purchases hardware to run your virtual business efficiently - Software purchases required to serve clients and run your business efficiently - Business structure setup - (sole-proprietor, corporation or LLC) - Hours of operation establishing the hours which you ll work - Loans preparing loan packets (if you ll require startup capital)
Do you plan to operate your virtual business from government quarters? If so, you ll need to contact your base housing office for authorization to operate a business from government quarters. Note: regulations on operating a business from government quarters varies base to base, be sure to verify with your local housing office first. Working for yourself doesn t mean you re all alone, there are organizations that can provide assistance and support in the startup phases and during expansion: Small Business Administrationwww.sba.gov
Service Corps of Retired Executiveswww.score.org
Small Business Development Centerwww.sba.gov/sbdc/
SBA Women s Business Ownershipwww.sba.gov/womeninbusiness
We ve covered the preliminaries of setting up your business now let s focus on the virtual aspect. Developing a presence on the Internet will be a key factor in the launch of your virtual business this can be done by conducting a domain name search and purchase.
Maintaining your site by keeping the content up-to-date will be just as important. An Internet presence allows clients and prospective clients access to information about your virtual business 24 hours a day. Building sustainable relationships with your clients will be critical to the longevity and success of your virtual business. Regardless of where your military transfers take you, you ll always be connected to your clients and industry colleagues through use of the Internet, email, instant messenger and telephone (cell phone).
For VBO program participation and eligibility visit: http://www.vsscyberoffice.com/vbo. ***
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by Victoria Parham
About the author: Victoria Parham is president and chief technology officer for VSSCyberOffice.com, a forerunner in the virtual support services industry, an advocate of portable careers for trailing spouses and family members. Its web-based Virtual Business Owners Training Program(tm), the first Virtual Careers program for Department of Defense ID Cardholders, is available and accessible at military bases around the world.
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