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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 15 years projects in the areas of rule of law, regional development and human resources.
He has more than 15 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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Books By Sorin Dumitrascu
Have you ever said or done anything at work you later regretted? Maybe it caused embarrassment or loss of respect. Perhaps it even directly affected your job. Don't worry, you aren't the first person who's done this. But there are people who always seem to communicate with diplomacy and tact. What are the secrets to their success?
People who communicate with tact and diplomacy show sensitivity and respect to others. But that's not all. They also understand that each and every situation is different. The message has to be packaged according to who's receiving it and where the interaction takes place.
This course details the characteristics of tact and diplomacy so you may apply them in any situation. You'll learn how to communicate effectively with people by considering their communication style preferences. You'll explore how to do this in specific professional relationships with superiors, subordinates, coworkers, and customers. Once you've figured out the right thing to say, you'll also learn about the right places to say it.
Strategies for Communicating with Tact and Diplomacy
With tact and diplomacy, workplace relationships are nurtured and can develop into meaningful connections. Unfortunately, the opposite is also true. If communication is tactless or undiplomatic, relationships suffer – or may never even get off the ground. To communicate with tact and diplomacy, you need strategies, skills, and awareness. Too often, emotional reactions and misinterpretations get in the way of tactful and diplomatic communication.
In this course, you'll learn how to communicate and develop relationships with tact and diplomacy. You'll also be given the opportunity to apply specific guidelines in a realistic scenario.
In order to develop and nurture professional relationships, you first need to build trust and rapport. Building trust is about integrity and honesty, while building rapport means finding common ground with another person. An effective way to build trust and rapport is to communicate with tact and diplomacy.
Tact comes down to recognizing the sensitivity in a situation and ensuring that whatever you say is appropriate. It enables you to assert yourself, without offending anyone.
Diplomacy comes down to being "political" or "politically correct." It requires, for example, that you take account of an organization's corporate culture when communicating.
Even though tact and diplomacy are two distinct aspects of communicating, you need to bring both together to communicate effectively.
This course will introduce you to techniques that will help you to navigate conversations in a way that's sensitive and respectful. It will demonstrate proper timing and delivery when communicating. This will enable you to deliver messages tactfully and diplomatically, without sacrificing your reputation or professional relationships.
Delivering a Difficult Message with Diplomacy and Tact
How many times have you been stressed or concerned about delivering a message in the workplace? There will inevitably be difficult conversations in the workplace – either with your supervisor, a colleague, or subordinate – that you'll want to avoid. This may cause you to procrastinate or avoid issues.
Delivering a difficult message with diplomacy and tact will help prevent conflict and avoid hurting the other person's feelings. This, in turn, helps reduce any anxiety you may be feeling about delivering the difficult message.
There are two main types of difficult messages in the workplace. The first involves giving bad news and the second involves requesting a change in behavior of another person. Regardless of the context, it's best to carefully plan its delivery. You should prepare the key message in advance and practice the delivery of the message.
Strategic thinking is essential at all levels, including functional levels. It equips functional managers and departmental leaders to make long-term decisions that align with their organizations' corporate and business strategies, encourages new ways of thinking, and overcomes the constraints associated with having limited information. In effect, it contributes to their success.
Strategic thinking has five main characteristics. It's focused on an organization's strategic vision, involves adopting a systems view, takes a long-term approach, involves being ready to take advantage of opportunities, and considers the past and present.
Traits of strategic thinkers typically include flexibility, openness, a positive outlook, curiosity, future focus, and an ability to identify connections and patterns. Common barriers to thinking strategically include unchallenged assumptions, knowledge that's no longer relevant, reliance on what worked in the past, rigidity, linearity, closed-mindedness, and framing.
Anyone can develop the ability to think strategically and to do this you can carry out certain steps. Develop a clear vision by speaking to senior management and peers, collaborating with individuals, setting priorities, and making trade-offs.
To think strategically, you also have to think creatively. You can learn to do this by regularly challenging assumptions, visualizing possibilities, and participating in creative endeavors.
You also have to be prepared to deal with complexity. You need to adopt a big picture view of your organization, be able to recognize trends and patterns, and align your ideas with strategic objectives. You need to become aware of what's going on across your organization and in its broader environment.
To think strategically and see the bigger picture, it's important to understand both the external and internal contexts of your organization. You can use Porter's model of five forces to help you understand and assess your organization's external environment.
To understand the internal context in which you operate, you need to understand your organization's strategic goals and direction, and how your department can align with these. You should also identify potential stakeholders, gather their input on potential actions, and ensure you consider the impact of your decisions on them.
A big-picture perspective enables you to create a mental model of the complete system of value creation within your organization. You can understand the value chain in terms of Porter's primary and support activities.
Albert Einstein said imagination is more important than knowledge. He knew it's only through creativity that remarkable things are created. Many people get frustrated because they think "I'm just not a creative person." But everyone has creative potential. Being able to identify and develop the characteristics you already possess can boost your creativity and enhance your creative output in the workplace.
But what exactly is creativity, and how is it linked to innovation? Creativity is the ability to develop something new. It relates specifically to the art of being creative – seeing things in a new and different way. Innovation is often the end result of being creative. When creative ideas are implemented, this results in innovation.
Creativity is evident in the development of original artwork, literature, music, scientific theories, and inventions. In the workplace, brainstorming for new ideas and the development of new products are examples of creativity.
Examples of workplace innovation include the introduction of different procedures into a department, using new processes to improve work methods, and the development of new product lines.
Organizations are increasingly turning to creativity and innovation because the ability to develop innovative new products gives a company an advantage over its competitors. And generating ideas for new products – creativity – is the first step in that process.
A creative imagination – just like a healthy body – needs regular attention and exercise. It's easy to get stuck doing what you've always done, thinking the way you always have, and producing what you've always produced.
To break out of the norm, you need to think differently, keep your imagination healthy, and most of all, believe in yourself and your own creativity. In this course, the focus is on enhancing personal creativity so you'll be able to generate creative and innovative ideas. You do this by first assessing your creativity, identifying and overcoming any barriers to creativity, and then by boosting your creativity quotient.
This course includes strategies to help you recognize how various personal characteristics foster creative ideas at work. Everyone possesses or can nurture these characteristics, which include open- mindedness, making connections, risk-taking, communicating, and persistence. You'll be introduced to techniques to help you recognize and overcome any barriers that limit your creativity, whether the barriers are organizational or personal.
You'll also learn the strategies to enhance creativity, such as thinking outside the confines of the problem or situation, listening to your unconscious mind, using analogies, and drawing ideas from different sources.
Think back to a time when you sat around with coworkers and brainstormed to find ways to address an identified problem or opportunity. As you searched for answers, you might have let your rational, judging mind take a break and instead relied on a more creative, open approach. Perhaps some of the ideas were fanciful or overly ambitious?
But in your brainstorming session, you knew that it's normal for some ideas to stretch the bounds of reality. You and your colleagues may have abandoned some of these fanciful ideas because they were unsuitable. But some ideas, or parts of them, were undoubtedly kept, or they sparked a more suitable idea.
Successful presenters are made, not born. They have all learned good presentation skills and techniques and then honed them through practice. You can do the same.
This book explains that, though there are different basic types of presentation, every presentation you make involves four important components: the skill of the presenter, your audience, the venue, your message.
In this book, you will discover how these four elements must interact to produce a presentation that you can be proud of.
You will also find out how to: meet the needs of the audience and venue, prepare and structure your presentation, conquer your nerves.
As with anything else, presentations are built from the bottom up. This book will give you a solid foundation of knowledge and skills, so that you can plan and construct presentations that get your messages across successfully.
You have a presentation to give. You have prepared and rehearsed it. Great. But when you stand up in front of your audience members, they're interested in your delivery, not your preparation.
The challenge now is to powerfully deliver your presentation so that you do justice to your message and yourself.
This book is about getting your message across as well as you possibly can, and the techniques you need to do that.
In essence, good presentation delivery requires three things. You need to: create a good first impression, hold the audience's attention from start to finish, ensure that the presentation is memorable.
Delivering your presentation in a way that does justice to your message can seem daunting, but it's not. This book teaches you the simple techniques you need to look, and sound, good from the moment you begin speaking.
You'll learn how to hold your audience's attention, and how to make sure your presentation stands out from the crowd so that people remember it.
The thought of speaking in public is a frightening prospect for many people--it seems like a lonely situation. But of book, this is absolutely not true. When you speak in public, you are not alone. You can call on powerful resources. And you should be prepared to do so.
Organizational change is change that affects the entire organization rather than a localized change.
When organizations make externally-driven changes, they are reacting to the immediate business circumstances they are in. However, making an internally-driven change is proactive and is often a result of innovative ideas.
Organizations strive to create stability, but they are forced to adapt to changing environments. The incremental tactical changes that organizations implement on a day to day basis are strategic adjustments. It's relatively easy to adapt to a strategic adjustment. A few small things change, but most people's work stays very much the same.
Sometimes, organizations have to change their ways of doing things more significantly with strategic reorientations that involve changes to strategies and new ways of working. When an organization experiences strategic reorientation, people often have to acquire new skills, and the nature of their work may change significantly.
Organizations that experience major change are going through transformational change. This is uncommon, but when it happens it represents an upheaval and a change in the goals, identity, or nature of an organization. Transformational change has a very strong impact on employees and can be difficult to handle.
Common reactions to high-impact organizational change are negative, instigative, passive-aggressive, neutral, and positive.
When organizational change occurs, each person may move through six stages of reaction – shock, denial, anger, passive acceptance, exploration, and challenge.
Your reactions to change affect the stages of reaction that you move through. The more positive your reaction, the quicker you move into the more positive stages of reaction.
Organizational change is inevitable, but can lead to feelings of fear and anxiety. It's important to be prepared because the ability to handle organizational change is highly valued by employers, and because the stress that accompanies change can have negative effects on your personal and professional life.
The characteristics of people who handle change effectively are the ability to acknowledge and share their feelings about the change, a willingness to take risks, an openness to the unknown, and having a good support system of family and friends.
Two kinds of skills needed to handle change effectively are self-management skills and stress management skills.
Self-management involves identifying and constructively addressing your emotional responses to change, while stress management involves knowing how to deal with anxiety, tension, and frustration.
The self-doubt, confusion, and despondency that often result from organizational change can rob a person of all motivation and enthusiasm. So it's important to stay self-motivated by believing in yourself, thinking positive thoughts about the future, having strong goals to focus on, and cultivating a motivating and supportive environment.
Sometimes work seems to combine unlimited needs with limited available resources. A situation like this sets up a world of immediate crises, rapidly shifting priorities, and reactive instead of proactive management. And these difficulties make it hard to focus on anything except the task right in front of you.
But managing work on a portfolio level takes projects, programs, and portfolios, and groups them together to facilitate their management. This ensures that they produce the planned benefits and meet the strategic business objectives that you're striving toward.
Managing from a portfolio perspective can give you both the high-level and wide-angle viewpoints needed to bring all the work under control.
Portfolio management, as set out by the Project Management Institute (PMI®), can reduce the chaos by enabling an organization to do the right work at the right time.
Portfolio management processes help to ensure the organization addresses the projects and programs that are the most essential to strategy execution and effective corporate performance.
While projects and programs are critical to organizational success, portfolio management extends beyond the simple completion of these components and focuses on strategic objectives and outcomes.
It changes how people work together – even across organizational boundaries – to accomplish project- based work.
Whether you are currently a portfolio manager or are just interested in the ideas involved in portfolio management, an increased understanding can give you a high-level perspective about how your work contributes to your company's goals.
This high-level view is what portfolio management is all about. Instead of viewing projects and programs in isolation, it allows you to consider the dependencies and interactions among these portfolio components, as well as between them and other organizational areas.
between them and other organizational areas.
This book is aligned to PMI's® The Standard for Portfolio Management. The Standard for Portfolio Management expands on the work presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Organizational Project Management Maturity Model (OPM3®).
The Standard for Portfolio Management is PMI's® companion to the PMBOK® Guide. The Standard shows the links between portfolio management and program and project management, and between portfolio management and the organization.
Just as the PMBOK® Guide sets out the good practices for project management, The Standard for Portfolio Management presents a documented set of processes showing generally accepted good practices in the area of portfolio management.
In this book, you'll be introduced to the core concepts involved in portfolio management. You will discover how important it is to understand the management of portfolios, as well as learn about the relationships between portfolio management and project and program management.
You will also find out about the role of portfolio management within organizations, and about the roles and responsibilities of portfolio managers. You will be introduced to the links and relationships between portfolio management and organizational strategy, governance, and operations, and learn how metrics and reporting relate to it all.
Many people view negotiation as something that diplomats and businessmen do in order to get what they want. While many of them no doubt approach negotiation with that mind-set, negotiation should be viewed as a collaborative, rather than competitive, process.
Negotiation is a process in which two or more parties with different needs and goals work together to find a solution that's acceptable to both.
In business, negotiation is a constant. In addition to negotiating deals or contracts, you'll need to negotiate with the people you work with on a daily basis.
Suppliers frequently ask for delays to deliver their products, buyers ask for extensions on payment, and employees ask for salary increases. Each of these requests requires negotiation skills to address properly.
If you can't negotiate through these issues, you won't survive in the workplace.
This course includes information you can use to become a better negotiator. You'll learn to recognize the actions that can help you negotiate successfully.
You'll learn about distinguishing between the two main types of negotiation: distributive and integrative.
And finally, you'll be introduced to the different styles of negotiation. Are you confrontational? Collaborative? Accommodating? This course will show you which style, or combination of styles, is the most appropriate in a given situation.
If you've ever tried to negotiate without being properly prepared, you may know firsthand what it's like to not get what you want. Consider Jose, who was honest and heartfelt when he told his boss, "My mortgage went up and my son needs braces. I need a raise!" Jose didn't plan for the negotiation, and only explained the situation from one point of view – his own. He didn't get the raise. But being prepared might have given him a better result.
In planning for negotiation, you have to figure out what you want and what the other side wants. You need to prepare for the give-and-take of negotiation, identifying areas of compromise and alternatives.
After all, an effective negotiation isn't a winner-take-all type of contest. Remember, many negotiations take place with people you need to work with after the negotiations are over.
Proper planning gives you the direction needed for effective problem solving at the negotiation table. In Jose's case, preparation could have helped him show how a raise would be a win-win solution.
Negotiation preparation allows you to be more confident, which gives you better control over the outcome. Preparation also gives you a greater understanding of the other party. This will help you craft a good solution.
In this course, you'll gain an understanding of the key considerations in preparing for negotiations.
You'll learn about determining overall goals and the needs, wants, and expectations of both sides of the negotiation. You'll also learn how to research the issues surrounding the negotiation and take into account the relationship you have with the other party.
You'll learn how to prepare for a negotiation by considering possible compromises you'll have to make and how to create negotiation value through trades. You need to research what outcomes would be good for both your interests and the other party's.
This course also covers how to identify the BATNA – which stands for best alternative to a negotiated agreement – in case a negotiation reaches an impasse.
There's always room for improvement, right? Self- improvement is a lifelong journey that can have lasting positive impacts on your personal and professional life. In this course, you'll learn about the key principles for committing to self-improvement. You'll also learn how to create a plan to organize self-improvement activities, how to build and maintain an effective self-improvement mentoring relationship, and what common obstacles you may encounter in your self-improvement efforts.
Self-confidence is a crucial factor in your willingness to face challenges and take risks, both in your personal and your professional life. Your self- confidence isn't just something that affects you; self-confidence radiates out to the people around you. Because self-confidence can fluctuate, you need to be able to evaluate your current level, raise it when necessary, and maintain it. In this course, you'll learn about techniques for assessing, increasing, and maintaining a healthy level of self-confidence.
A systematic approach is important to increase productivity throughout an organization. It's also important to focus on achieving results that contribute to the success of a company. These are two cornerstones of effective performance management.
This course begins with an explanation of the nature of performance management and the advantages it provides to organizations that use it. Then the five phases that typically comprise a performance management system will be introduced. Much of the course is an in-depth look at the first phase, planning for performance, and it also covers how to establish performance expectations.
During this first phase of the performance management process, you'll establish critical success factors and translate them into key performance indicators. Then you'll develop role profiles to help match people with the right skills to appropriate work – further improving performance.
Once you've completed this course, you'll have an understanding of what a performance management system involves and be able to undertake the planning needed for such a system to be effective. This planning is the basis for all the other phases of performance management.
Monitoring performance is critically important. It shows you whether you're on track to achieve your goals. And, if you're not, it gives you the chance to change things before it's too late.
You can only monitor and measure performance when you have clear and specific targets and standards. You also need to be able to collect the right performance data – and know how to analyze it, use it, and act on it. Finally, you must know how to deal effectively with underperformance, whether that's from employees who aren't performing, can't perform, or won't perform to the standard required.
This course introduces a four-step process for monitoring and improving performance. It first explains how to determine and set appropriate targets and standards against which you can measure performance. It then introduces different ways to collect the relevant data, and shows you how to analyze the data and decide on appropriate action to help respond to gaps in performance. Finally, the course presents a technique for dealing with under-performers in a positive and collaborative way.
Managing the performance of your employees is an essential part of being a manager. And one of the most important parts of managing performance is taking a strategic, integrated, and cohesive approach to rewarding employees for the value they produce for the organization.
Reward management is a process of formulating and implementing policies, strategies, and practices to reward employees fairly, consistently, and in line with their value to the organization. It's important that employees understand that there's a clear connection between how well they perform and how well they're rewarded. An effective reward system organizes and categorizes reward-related processes and activities to ensure that reward management produces value for both employees and employer.
Performance appraisal is the part of reward management that involves monitoring, measuring, and assessing how well employees meet the standards and competency requirements of their jobs. Put simply, performance appraisal puts a value on an employee's contribution to the organization.
The assessment of an employee's performance is communicated to the employee through the performance appraisal meeting. This is a formal discussion about how well that person has achieved the key outcomes or goals of the job over a period of time.
Effective presenters do their research and know what information their audience needs. They never provide too little or too much content.
They time their presentations to ensure they're well paced. This ensures that they don't have to pepper the presentation with long pauses or rush toward the end.
Presenters also have to communicate clearly and enthusiastically to their audience. Using a combination of speaking skills, effective slides, and other aids, effective presenters find the best way to convey their message.
This course covers how you can plan an effective presentation. The first step is to research your audience. Find out what they want to hear, and customize your message to their needs.
Next you need to organize your ideas so that your message is easy to follow. Know what your primary and secondary objectives are.
Finally, when you know what your message is, select the presentation method that most effectively conveys it. You might decide to give a speech. Or you might feel that a demonstration would be more suitable.
If you carefully plan your presentation, you'll be able to deliver a message that's focused and relevant to your audience.
Many people feel nervous and uncomfortable when it comes to giving presentations. Perhaps they're afraid they'll freeze, forget to make a key point, or get mixed up. Or maybe they're afraid of confusing the audience – or even worse, boring them. But there's no need to be nervous. With a little planning and preparation, it's possible to create presentations that are memorable and effective.
In this course, you'll learn how to write and structure a presentation. Every presentation should contain a well-prepared opening, middle, and closing section.
You'll explore how to create engaging opening sections that grab the audience's attention. You'll discover how to write interesting middle sections that contain the key points you want to make. And you'll find out how to create memorable closing sections that tie everything together and leave a lasting impression.
You'll also learn whether you should write a script for your presentation, or use a set of notes.
You'll learn about presentation aids – such as flipcharts and whiteboards, computer-based slides, models and props, and handouts – that can bring your presentation to life. You'll also learn how to create eye-catching, reader-friendly visual aids, which will help keep the audience interested in your message.
Finally, you'll get tips on how to rehearse your presentation effectively. Rehearsing will increase your confidence in delivering a great performance on the big day.
Creating a memorable, effective presentation is a skill that can be learned. With a sound structure, well- chosen presentation aids, and creative visuals in place, you'll be well on your way to delivering a great presentation.
Suppose you're giving a presentation to a large audience. As participants arrive, you feel extremely nervous, and to your dismay, you realize the projector bulb has blown. You speak hurriedly, and audience members complain that they can't hear you from the back. At the end, you get some tough questions that you're unable to handle, and you make a hasty exit. Although you may have analyzed your audience and planned your material, your delivery has let you down.
Elements of critical thinking guide the reasoning process. They include the purpose of your thinking, the information gathered, any predispositions you might have, relevant framing concepts, and the inferences and implications of what's learned.
Learning to think critically at work will help you be a better problem solver and judge of information, and a more dynamic contributor and effective communicator.
The elements of critical thinking guide your reasoning through the problems or issues you face at work.
The elements are identifying your purpose, defining the question you need to answer, challenging your predispositions, applying framing concepts, checking inferences, and considering implications.
Applying four strategies can help you continuously improve the quality of your thinking.
Be alert to vague thinking by clarifying the meaning of both your own thinking and the thinking of others. Make sure your thinking is focused on what's relevant – the question you're trying to answer. Formulate effective questions by making sure all your questions are designed to improve your understanding of the main question or issue. Be willing to explore alternative views, and be open to the possibility that you may learn something worth changing your mind for, because it improves your thinking.
In this book, you'll learn techniques to help you become even more effective and valued as you maximize your role as a team member. You'll explore ways to adopt a positive approach to being on a team as you develop and maintain a positive mind-set about your team. You'll also learn how to be proactive and how to demonstrate tolerance toward team members. And you'll understand how to work collaboratively to achieve your team's goals.
Any group of individuals will contain people with distinct personalities, specialized skills, and ideas of what they want to accomplish. So, just what makes a team, a team? The one characteristic that distinguishes a team from an ordinary group of people is that the highest priority of its members is the accomplishment of team goals.
In this book, you'll learn about establishing team goals, aligning team goals and competencies, and clarifying expectations about individual and team responsibilities.
Teams are a familiar concept. Since childhood, most people have been a member of one team or another, from sports teams to work teams. Being part of a team means working with others toward a common goal. Team cohesiveness – how bound together the team members are – determines how effective the team will be, particularly in responding to outside pressures.
In this book, you'll explore the three strands of the cord that intertwine to create a cohesive team: communication, cooperation, and trust. You'll learn to recognize some of the indicators that point to a lack of cohesion and the elements they signify are most lacking. You'll also learn to apply the strategies for building trust, improving communication, and increasing cooperation to improve overall team cohesion.
Effective communication doesn't just happen. True, some people seem to have an innate ability to always get their points across clearly. And some people seem to be naturally good at listening and getting people to open up. But for many others, perhaps yourself included, effective communication is something they have to work at. And in a team environment, it's vital that you maintain open communication – it's the only way your team can be effective.
Perhaps you've heard the proverb "See no evil, hear no evil, speak no evil." While its origin and meaning are still debated, one common, modern interpretation is that it describes the desire to avoid becoming involved in a situation. Imagine how your team would function if all its members shared this philosophy.
Most business experts would agree that if you have information and ideas that would help someone perform better, it's practically unethical not to share them. This is strong, yet appropriate, advice for teams that want to achieve optimal performance.