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About Sorin Dumitrascu
Sorin developed and delivered on management, project management, computer literacy, human resources, career development, soft skills for employees and even corrections incidents management.
Currently working as a prison service consultant, he is a certified trainer and project manager, holding a master degree in International Relations and Policy Making and a bachelor degree in Law and Public Administration.
Sorin coordinated during the last 10 years projects in the areas of rule of law, regional development and human resources.
He has more than 10 years of middle/senior managerial experience within the civil service (justice, corrections, internal affairs, training), private sector (project management, consultancy, training) and NGO (industrial relations, rural development).
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The qualities of perseverance and resilience demonstrated by Walt Disney are the same qualities you can use to be successful in the workplace. Perseverance and resilience help you cope with challenges such as losing your job, not getting the promotion you feel you deserve, losing a key customer, or missing an important deadline. By being perseverant and resilient, you're more likely to overcome such setbacks, rather than panic or give up.
This course outlines strategies for dealing with workplace setbacks. These strategies can help you rebound quickly from them, refocus on your goals, and ultimately succeed. This course also describes how you can learn to be perseverant and resilient, yourself. And it provides strategies you can use to enhance and develop your levels of perseverance and resilience. Adopting these strategies should boost your ability to cope with crises when they occur.
After taking this course, you should be in a better position to manage setbacks, challenges, and adversity at work using the techniques of perseverance and resilience you have learned.
Setting a challenging goal for yourself can be an extremely rewarding experience. It forces you to grow personally, and helps you to reap benefits that you may previously have thought unlikely. But few things are as frustrating as watching your best-laid plans come apart as a result of an unforeseen obstacle. That's why you need to persevere and overcome any setbacks in order to achieve your goal.
To achieve your targets and objectives, you need to set an inspiring goal that will help you to stay motivated. Remember that no matter how determined you may be, you should also be prepared for possible setbacks along the way. And bear in mind that the ultimate test of your perseverance and resilience will be your ability to deal effectively with, and overcome, any obstacles you encounter.
In this course, you'll learn how to set inspiring goals that will give you a sense of direction by making them measurable, achievable, purposeful, and specific. You're more likely to succeed in your goal if it's energizing and well planned. You'll then discover how to anticipate setbacks by listing potential obstacles, categorizing and prioritizing them, and then identifying the key obstacle.
Finally, you'll examine how to overcome obstacles by recognizing where your plan went wrong and by reaffirming your abilities. This process also involves refocusing on your goal, and resuming with a new plan of action.
By following the guidelines in this course, you'll be better able to proactively anticipate and plan for possible difficulties. And you'll have a greater chance of overcoming obstacles and achieving your goal by using perseverance and resilience.
When was the last time you experienced a setback or failure? In all walks of life, every person will meet with disappointment at some point. An even greater failure, however, is to leave these setbacks unassessed. Those who don't accurately dissect their errors are likely to make them again.
To persevere beyond a setback, you must analyze it to find its root causes. You'll benefit from dissecting what went wrong and why it went wrong. From there you can realize the changes needed to avoid the same fate again.
A setback can linger in people's minds such that they allow it to define them.
Arguments are an expected part of the critical-thinking process. Without them, you can't make well thought-out decisions or reach logical conclusions. You regularly make arguments because you want to make a point or move an issue forward. Your ability to recognize and evaluate their validity determines your aptitude for thinking critically. In this book, you'll learn how to identify arguments, recognize persuasion techniques, explore arguments for accuracy, precision, and logic, and make strong arguments of your own.
Drawing conclusions is about analyzing, and weighing the information, and sources that support taking action. It's about questions too. You can only be confident that your conclusion is sound when you've closely queried its clarity, accuracy, specificity, relevance, logic, and depth. In this book, you will learn how to recognize the critical-thinking activities associated with reaching a sound conclusion. Employ effective questions, use tools to help you conclude findings, and create an action plan for putting conclusions into practice.
A problem is a question or situation that causes doubt or perplexity, or presents a difficulty. It's something that needs to be corrected or overcome so you can achieve a desired state. A problem often requires a unique or creative solution.
In other words, you have a "problem" when you have a goal but can't readily see how to reach it – when you have to think, plan, and devise suitable actions to solve the problem and achieve the goal.
Barriers to achieving your goals can vary widely in kind and importance. Your problem might be as small as spilling coffee on your tie right before going into an important business meeting.
Or it could be much more serious – say if the laptop your presentation was on got stolen and you didn't have a backup.
But if you know just what to do in response to a problem, it's no longer a real problem. This is because there's no doubt or complexity involved for you – the path of action you need to take to achieve your goal is clear.
Problems come in two basic varieties. The first is an unexpected disruption to the normal course of things. For example, your supplier fails to deliver crucial items or your car breaks down on your way to a conference. You may or may not know what caused the disruption.
The second type is a gap between your current state and a desired state, or goal. If you aren't sure how to bridge that gap, you have a problem.
For example, you might want to find ways to meet a new consumer need. Or you might want to improve your own efficiency in terms of managing your time, meeting sales targets, or designing products.
Everyone needs to solve problems, from the trivial to the life-threatening, at some point.
Effective meetings begin with careful preparation. This course outlines a five-step process for preparing for effective meetings. First, you'll learn how to clarify the purpose and objectives of a meeting. Second, you'll learn how to determine if the meeting is required, or if a meeting alternative can fulfill the objectives. Third, you'll learn how to choose the best participants. Fourth, you'll learn how to create the agenda. And fifth, you'll learn how to prepare yourself and your participants for a successful meeting.
The next time you need to prepare a meeting, the methods introduced in this course will help you make the most of you and your participants' valuable time. By making your meetings as effective as possible, you'll work to conserve company resources, establish a reputation as considerate and efficient, and attract greater contributions from your attendees.
So why does one meeting succeed and another one fail? The reason could be that some meeting leaders are unsure of their responsibilities at each stage of a business meeting. Perhaps the meeting leader's opening comments set the wrong tone, or maybe the discussion lost focus and was allowed to drift.
There are different types of meetings, but most follow a similar trajectory. Whether it's a regular meeting or a task force meeting, the meeting leader should open the meeting with appropriate information and in the right tone. An effective meeting leader encourages full participation from the group to ensure the objectives are reached within the allotted time. To close the meeting, the leader summarizes the decisions arrived at and follows up on the actions that need to be taken.
This course covers the skills and lessons that will help you to fulfill the key responsibilities of a meeting leader at each stage of a business meeting. You will learn about opening a meeting properly and closing it in the correct way. The course also demonstrates how to facilitate good decision-making during a meeting, as well as how to manage time in a meeting.
How you feel about meetings will likely depend on your own experience – whether meetings you've attended were effective and efficient, or whether they were unfocused and out of control. But good meetings don't just happen. It takes a conscientious and ongoing effort to make meetings productive, worthwhile, and satisfying.
As a meeting leader, understanding the characteristics of effective business meetings will help you take positive, collaborative steps to address issues and make your own meetings more efficient, productive, timely, and enjoyable.
This course deals with appropriate ways to address common problems of business meetings. You'll learn about the value of conducting effective meetings and about practices to evaluate effectiveness. You'll discover how to intervene appropriately to address problems that occur during meetings, including issues of decorum and productivity problems. And you'll learn about how to handle the special challenges of virtual meetings.
Performance problems in the workplace can be isolated incidents or symptoms of deeper patterns. It can be easy to miss these problems or to underestimate their impact. However, various indicators – such as employees missing deadlines or regularly being late for work – can alert you to possible performance issues and help you decide whether they constitute genuine performance problems.
As a manager, you should have warning systems in place so you can detect potential performance problems early. If you avoid problems before they grow, you can prevent them from having serious consequences – for your organization and often for the employees involved.
In this book, you'll learn how to detect a performance problem as early as possible. You'll find out how to identify genuine performance problems and the sources of information that can help you do this. You'll then find out how to determine a performance problem's nature and its seriousness. Finally, you'll learn how to accurately diagnose the causes of the problem, which is essential if you're to formulate an appropriate response.
Telling employees that their work doesn't meet the required standards or that they're underperforming isn't an easy task. A direct report who's not performing well could be a friend or someone who's highly emotional, making the job even harder. Many managers and supervisors are tempted to avoid it, until it's too late to fix the problem.
In this book, you'll learn about the benefits of handling minor to moderate performance problems early on, as they arise. You'll also learn how to identify an appropriate level of intervention, based on how pervasive or serious a performance problem is.
Once you've identified the type of intervention that's called for to address a performance problem, you need to handle the issue appropriately. In this book, you'll learn about the sequence of steps you should follow to communicate performance issues to employees, with practical examples of how to do this sensitively and effectively. You'll also be given the opportunity to practice this type of communication yourself in a simulated situation.
Finally, you'll learn about both fast fixes and long-term solutions to different types of performance problems.
Ultimately, this book should help you improve employees' performance and morale, benefiting both them and your organization.
Suppose you're the manager of an employee who's been arriving at work over 20 minutes late nearly every day. You've explained that this is a problem, but the employee continues arriving late. It's time to take action. If an employee continues failing to meet expectations, it's important to take decisive steps, rather than waiting for the problem to escalate further.
If you don't take action in response to repeated performance problems, the problems are likely to become more entrenched.
Failing to act may also undermine your authority, or make it appear to other employees that undesirable behavior is actually acceptable.
Finally, if you don't act, it may be much harder to take necessary and more drastic action later. For example, the employee who always arrives 20 minutes late in the mornings begins to take longer lunches and sometimes fails to return to the office. He offers no explanation. If you have no records of the previous problems or of formal steps you took to address them, it may be hard to justify dismissing the employee.
When a performance problem persists, what's required is progressive discipline.
Managing costs effectively is critical to business success and can help you avoid painful cuts. A business is unlikely to be as profitable as it could be if it doesn't adopt a cost-conscious culture. In this book, you'll learn how to identify cost management opportunities and how to get your team involved in the process. You'll also learn how you can save on personnel and overhead costs and about using practices like cost sharing and lean.
It's not only the folks in the finance department who have to plan and monitor budgets. It's actually in everyone's best interest to have some basic budgetary knowledge. In this course, you'll learn about planning an effective budget, the stages involved, and different types of budgets. You'll also be introduced to Historical and Zero-based budgeting, variance analysis, capital budgeting, and performing budgeting calculations.
To maintain your company's finances, you need a handle on the Income Statement, Cash Flow Statement, and Balance Sheet. And if you want to improve your company's finances, financial statements will hint at problems and possible solutions. This course will give you an overview of the three statements. You'll learn which items are included in each statement, how the statements are interlinked, and what each one indicates about your company's financial position.
Financial analysis helps you understand your organization's financial standing, how it got there, and its strengths and weaknesses. In this course, you'll learn about the concept of the Time Value of Money as well as the methods for analyzing financial statements from a non-financial professional's perspective. These methods include using profitability ratios for analysis; analyzing Efficiency Ratios; Liquidity Ratio analysis; analyzing Solvency Ratios; and Vertical and Horizontal analysis.
"No bird soars too high if he soars with his own wings." -- William Blake
Crafting a deal can be an enjoyable endeavor. Like any worthwhile adventure, negotiation requires time, effort, and imagination. In this book, you'll explore:
- how to be confident and committed to the process,
- the role of negotiation in development.
"We are confronted with insurmountable opportunities." -- Pogo
"When dealing with people, remember you are not dealing with creatures of logic, but wit creatures of emotion." --Dale Carnegie
Negotiation is all about connecting and communicating. Emotions, wants, desires, fears--they all come into play in the negotiation process. Your ability to win in negotiations is directly related to how well you connect and communicate, even when the emotional going gets tough.
In the book "Connecting and Communicating," you'll gain an understanding of methods to emotionally connect with people in ways that capture their attention and interest. This book will lay the foundation for your growth in the following areas:
- building strong relationships with your counterparts,
- using verbal techniques to effectively negotiate,
- making use of body language to communicate, and
- listening effectively to your counterpart.
"Let us never fear to negotiate. But let us never negotiate out of fear." -- John F. Kennedy
Negotiation is an integral part of business and personal life. People are often concerned about negotiations and may enter them with a sense of fear. The intent of this book is to prepare you to negotiate from a place of strength, not fear. Learning to win at negotiations means learning the negotiation process. Negotiating is not a haphazard event. With the right process, you'll be much more successful.
In this book, you'll gain an understanding of the phases involved in a successful negotiation, one that satisfies both sides--a "win-win." By learning the fundamentals of each phase, you'll see how it's possible to achieve a win-win solution by:
- investigating and planning,
- proposing and presenting,
- agreeing and winning.
People are complex. They are full of hopes, fears, and a history of personal experiences. They bring all of this to the negotiation table. The human dynamics that affect negotiations are complex. They include behavioral styles, motivations, communication preferences, and more. It's important to gain an understanding of how people interact and ways to effectively communicate.
You may never know why someone acts as he does, or responds in unexpected ways, but by being prepared, you have a much better chance at creating the negotiation outcome that you desire. Negotiations are complex examples of the dynamics of human interaction. In this book, you'll gain an understanding of how to dynamically interact with other people, including:
- choosing negotiating styles,
- adopting negotiation strategies,
- keeping your cool while negotiating,
- using questions to achieve negotiating success.
Have you talked with people from other cultures or generations? How did you feel? What did you learn? Inclusive negotiating means that you can effectively negotiate with others, regardless of age, gender, or culture. Our world is getting smaller and more interconnected every day. It's important for you to develop the skills needed to negotiate effectively with a wide range of culturally diverse people. Cross-cultural and cross-generational negotiating take an extra level of understanding.
Effective negotiators achieve their goals by reaching agreement. Your negotiating skills make the difference between success and failure. In this course you learn the importance of building and maintaining trust in negotiations. You'll be introduced to personality types, and how to handle emotions and interests during a negotiation. You'll also learn how to facilitate agreement by providing options and how to handle continued resistance. Finally, you'll learn how to close the negotiation.
Do you wonder if there is another professional business style that might be right for you? The answer may well be yes. Many people find that an assertive style meets their professional needs. Others around you appreciate this solid, constructive approach. And you can feel in control using this style to deal with co-workers or even manage or supervise employees. The assertive style can be your win-win style.
Try the role of an assertive business professional. It can be the right style for you. You can find yourself acting proactively and dealing with others responsibly. What a great feeling. The good news is that you don't have to achieve this role by yourself. This course will give you tools to help. You will learn about: becoming an assertive professional, proactive listening strategies, constructive feedback strategies.
Do you sometimes feel trapped in the way you commonly act at work? Or even angry at others who act as though you're a nonentity or someone to be avoided?
How would you like to take the lead in developing the assertive professional style you've dreamed of having, one that lets you avoid traps and anger? It's up to you to decide when you want to take charge of your life.
You've reached the right conclusion when you decide that you're the best person to take the lead in developing your professional style. You can blossom as an individual when your actions form the foundation for an assertive style that you can build on and strengthen.
Your self-confidence will increase as you use the course's methods and guidelines to change your professional style to the style you've dreamed of having.
If you have an optimistic attitude, your efforts to develop your style can be both personally and professionally rewarding. The material covered in this course will give you the tools to help yourself. The three lessons are: Developing Your Assertive Style, Self-development Strategies, and Assertive Interactions.
This book explores the basic concepts and fundamentals of project management.
Project management process
The first lesson focuses on the project management process: highlighting the importance of effective project management, who's involved with projects, and an introduction to the four phases of the project management process.
Project manager role
The second lesson focuses on the project manager role: highlighting typical roles a project manager must fill to be successful, the value of the project manager, how to deliver the right amount of project management, and how to manage small to medium projects.
This book will provide individuals who are not professional project managers with the knowledge required to build a solid understanding of the fundamentals of project management, helping them transition to the role of project manager.
Today's business world is a complex and rapidly changing place. Organizations and individuals cannot survive without accepting and embracing change. Change involves your situation: something is different; a bigger office, a new colleague, the reorganization of staff responsibilities.
Transition involves a journey; it is the process of disengagement, transformation, and acceptance of change.
Put simply, change is the event and transition is the process that takes you there. While it is important to know the terms, concepts, techniques, and skills that are involved in project management, it is even more important to be able to put these to work on the job.
A project manager is expected to deal with intangible issues such as human dynamics, establishing authority, and managing people and expectations. This often requires a complex balance of personal and practical skills.
Project management is about the management of people, but it is also about managing the way an organization works, and the way the people within it work.
As a project manager, you will need to realize that people are inseparable from process. It is not only practical skills, but leadership ability, management skills, and the ability to communicate that are imperative to successful projects.
Benjamin Franklin wrote, "For want of a nail the shoe was lost; for want of a shoe the horse was lost; and for want of a horse the rider was lost, being overtaken and slain by the enemy, all for want of care about a horseshoe nail."
A small problem overlooked in the early stages of project management can grow to be a critical failure in the later stages.
The Initiating and Planning phases of project management are vital to the success of the project. Without the proper tools and information, effective project management is impossible.
Imagine what would happen if the head chef of a busy restaurant didn't have the right ingredients for the evening menu. What do you think would happen if she didn't have a plan for efficiently preparing all of the meals during the supper rush?
If you don't initiate your project properly, you might not have everything you need to meet your goals. And if you don't plan your project well, you might not meet your goals on time - or at all.
This book examines the importance of properly initiating and planning a project, and explores ways to make your initiating and planning efforts more effective.
Your project plan is complete. Tasks are clearly outlined, the schedule is in place, and the money is budgeted to the cent. You're getting ready to dig in and start the actual work.
You're feeling confident that the project is going to go exactly as planned.