Fidelis Waruwu

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Dosen, keahlian di bidang pendidikan, formasi kepribadian, pedagogi, psikologi, konseling. Memberi seminar, workshop & pelatihan di bidang: Corporate culture, M
Fidelis Waruwu
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Enneagram types are a consequence of the way in which the child's preferred inborn orientation (the hereditary component) interacts with the one that their parent has towards them in the forming years (the environmental component). [click for article]

Enneagram types as a consequence of the way in which the child's preferred inborn orientation (the hereditary component) interacts with the one that their parent has towards them in the forming years (the environmental component).

Enneagram Type 5 (Thinker) / World View: The world is invasive and confusing. I need privacy to think. /  Basic Desire: to understand the world /  Basic Fear: of being overwhelmed by the world

Enneagram Type 5 (Thinker) / World View: The world is invasive and confusing. I need privacy to think. / Basic Desire: to understand the world / Basic Fear: of being overwhelmed by the world. I'm enneagram btw.

Type 3 --   Basic Fear: Of being worthless / Basic Desire: To feel valuable and worthwhile

Type 3 -- Enneagram Personality Dynamnics Diagram From the 9 types. I am a type The motivator - In need to succeed and self-improvement. a very interesting read.

There is room for each and every kind of us in recovery.

Enneagram - A nine-sided figure used in a particular system of analysis to represent the spectrum of possible personality types. I'm a type 2 "The Helper" most compatible with type 4 "The Artist" <- this is a cool diagram of the types.

14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job and management must create a vision and program to include and inspire every employee.

Edwards Deming's 14 points are the basis for transformation of industry. Adoption and action on the 14 points are a signal that the management intend to stay in business. aim to protect investor.

13. Institute a vigorous program of education and self-improvement.

Institute a vigorous program of education and self-improvement.

12a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.   12b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means abolishment of the annual performance appraisal or merit rating and of management by objective (See Ch. 3 of "Out of the Crisis").

Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Allow worthwhile work Have a purpose.

11a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.   11b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

Eliminate work standards (quotas) on the factory floor. Eliminate management by objective. Eliminate management by numbers, numerical goals.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. Only management can improve the system.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. Only management can improve the system.

9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production as well as consumer difficulties. People need to understand how departments interact and affect each other.

Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production as well as consumer difficulties. People need to understand how departments interact and affect each other.

8. Drive out fear, so that everyone may work effectively for the company. Fear paralyzes people and prevents improvement. (See Ch. 3 of "Out of the Crisis")

Drive out fear, so that everyone may work effectively for the company. Fear paralyzes people and prevents improvement. (See Ch. 3 of "Out of the Crisis")

7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets to do a better job. Training of management for leadership, in addition to supervision of production workers, is a paramount need.

Institute leadership The aim of supervision should be to help people and machines and gadgets to do a better job. Training of management for leadership, in addition to supervision of production workers, is a paramount need.