ENTREP PRELIMS

Intuition

• to know without the use of reasoning.

• it is a hunch or gut feeling

Seeing Within

• Deals with the self and the self’s ability to prove the self.

• Self-mastery cannot be attained without contemplating the self and without the self revealing itself.

• Intuition can provide this panoramic window to the self.

Looking Upon

• Deals with the self contemplating.

• The deeper and clearer one sees the world, the more self gets revealed in the process because the observing self cannot detach itself from its observed world.

Physical Intuition

The physical body reacts to an event before it occurs without any reason or explanation why. According to her, at this level, unexplainable bodily reactions will happen before an event or while it is occurring but still unknown.

Mental Intuition

The ability to vividly create images within our mind. Political, economic, social, or any complex commonly uses mental intuition in formulating new ideas. It gives a new scope to the picture in a situation.

Emotional Intuition

• Involves the feelings of a person.

• Here, intuition plays out in sensing what the other person is currently feeling and his overall character.

Spiritual Intuition

It includes “mystical experience.” This is like a “guiding soul” towards spiritual enlightenment, which is a “direct transpersonal experience” of a person in his “oneness” with his soul.

Discovery

The disclosure of empirically provable facts. It is the unraveling of the real truth and answer to a problem.

Creativity

The problems present no definite answers but offer many possibilities. This intuition has a process of trial-and-error so as to allow great minds to achieve boundless outcomes

Evaluation

When presented with two options that give both positive and negative on either side, This allows you to choose a more preferable path between the two.

Operation

• This intuition shares a common with intuitive evaluation except that it prompts a person to decide on an action without a reason.

• It is similar to “sense of calling.”

Prediction

The ability to anticipate an event that may happen. It is the act of concluding a series of events until its outcome, even if the event is yet to happen or currently happening.

Illumination

• The highest form of intuition.

• A person experiences a state where he is conscious within himself but not to anything around him.

• It is “a glimpse of the infinite.”

Knowledge

Gigalova notes that intuition has been defined as "the result of expert knowledge." It is gained by interacting with others and gaining various experiences in life.

Experience

Gaining this helps people build up tacit knowledge and mental schemata, which improve intuition. Moreover, this may help people identify typical / repetitive situations and create a set of solutions to solve such.

Emotions

This has a hand in intuition and decision-making: This reflect what one feels when thinking about the stakes when making a decision, and this affects the decision itself.

Nature of the surrounding environment

The environment is where knowledge, experience, and emotions are gained.

Rational Mind

• is the analytical, logical, and fact-based aspect of thinking.

• It relies on reason, evidence, and objective analysis to make decisions and solve problems.

Emotional Mind

• is driven by feelings, desires, and emotional responses to situations.

• It is subjective and can be influenced by intense emotions, both positive and negative.

Wise Mind

The optimal state is to integrate both the rational and emotional minds. It allows for decisions that are both grounded in logic and resonate with personal feelings and values.

Effective Decision-Making

It allows for well-rounded and effective decision-making across various aspects of life.

Emotional Intelligence

• It is a concept introduced by Daniel Goleman in the mid-1990s.

• It refers to the ability to recognize, understand, manage, and effectively use emotions in ourselves and in our interactions with others.

Self-Awareness

This involves recognizing and understanding your own emotions, including their impact on your thoughts, behavior, and decision-making.

Self-Regulation

This is the ability to manage and control your own emotions, impulses, and reactions. It includes skills like impulse control, adaptability, and the ability to handle stress.

Motivation

Emotional intelligence includes the capacity to set and work toward goals, even in the face of obstacles or setbacks. This involves a passion for work, a desire for achievement, and a propensity for taking initiative.

Empathy

• This is the ability to understand and share the feelings of others.

• It involves being attuned to others' emotional states, recognizing their perspectives, and showing compassion.

Social Skills

• These skills involve effectively managing relationships with others.

• This includes communication, conflict resolution, and the ability to work well in a team.

Visual-Spatial Intelligence

• is strong in people who are good at visualizing things.

• These people are frequently good with directions, maps, charts, videos, and pictures.

Linguistic-Verbal Intelligence

People with this intelligence can use words effectively in both writing and speaking. These people are usually excellent at writing stories, memorizing information, and reading.

Logical-Mathematical intelligence

• People with this intelligence excel at reasoning, recognizing patterns, and logically analyzing problems.

• These people have a conceptual approach to numbers, relationships, and patterns.

Bodily-Kinesthetic Intelligence

People with this intelligence are skilled at body movement, action, and physical control. People who excel in this area usually have excellent eye-hand coordination and dexterity.

Musical Intelligence

People with a high level of this intelligence can think in terms of patterns, rhythms, and sounds. They have a strong musical appreciation and are frequently talented in songwriting and performance.

Interpersonal Intelligence

People with this intelligence are skilled at understanding and interacting with others. These people are adept at determining the feelings, motives, aspirations, and goals of those around them.

Intrapersonal Intelligence

• Individuals with this intelligence have an understanding of their own state of mind, feelings, and motivation.

• They enjoy self-reflection and analysis, as well as meditating, discovering relationships with others, and assessing their personal strengths.

Naturalist Intelligence

• Gardner's most recent addition to his theory, and it has received more criticism than his original seven intelligences.

• Individuals with high levels of this intelligence, according to Gardner, are more in tuned with the natural world and frequently interested in providing care, discovering the environment, and acquiring knowledge about other species.

• These people are said to be acutely aware of even minor changes in their surroundings.

Existential Intelligence

• The ninth type of intelligence proposed as a modification to Gardner's original theory.

• He defined this intelligence as the ability to delve deeper into the mysteries of life and existence.

• People with this intelligence think about "big" questions like the significance of life and how decisions may contribute to bigger goals.

Emotional Self-Awareness

Emotional intelligence starts with being mindful about one's emotions and processing those emotions as they come.

Rage

• is an intense, uncontrollable anger that can lead to aggressive behavior. It often results from frustration, perceived injustice, or a threat to one's well-being.

• Recognize Triggers

• Deep Breathing

• Anger Management

• Channeling Energy

Fear

• is a natural response to perceived threats. It can be a helpful emotion in dangerous situations, but can become a problem when it's excessive or irrational.

• Face Your Fears

• Mindfulness and Relaxation

• Professional Help

Shame

• is a deep sense of humiliation or disgrace often tied to feelings of inadequacy or guilt.

• Self-Compassion:

• Forgiveness

• Therapy

Grief

• is the emotional response to loss, such as the death of a loved one. It's a natural process, but it can be overwhelming.

• Allow Yourself to Grieve

• Seek Support

• Memorialize and Honor

Despair

• is a profound sense of hopelessness and pessimism about the future.

• Seek Professional Help

• Cultivate Hope

• Build a Support System

The Placebo Effect

When people expect or believe that something good will happen, something good actually happens. However, the opposite also occurs. When people expect or believe that something bad will happen, it usually does.

Empathize

• to “feel into” or “get the feeling of”.

• To understand how another person feels without necessarily feeling the same way.

Sympathize

to feel the same way or “to feel with” another person.

Leaders

• are outstanding individuals who have the ability to elicit the respect, loyalty, support, and commitment of people.

• are heralded because they have higher levels of competency in a particular field of human endeavors (e.g. leaders in sports, academic institutions, scientific societies)

• can also be hailed if they possess higher levels of moral ascendancy and legitimacy. For certain constituencies, these are quite important.

Leadership

is not merely about gathering followers, because people in positions of authority can command their subordinates to obey.

Traditional Leadership

• Have an authoritarian style

• Focused on task-oriented goals

• Top-down strategy

• Autocratic

• Use formal power to influence others.

Modern Leadership

• Have a more collaborative style

• Emphasizes on collaboration and teamwork

• Democratic

• Use motivational techniques

• Use informal power

Leadership

centers on inspiring and guiding individuals or teams toward a common vision, emphasizing people, innovation, and long-term goals, often wielding personal influence to motivate.

Management

focuses on planning, organizing, and controlling resources and processes to achieve specific objectives, emphasizing systems, stability, and short-term results, typically relying on formal authority.

Leaders

maximize and cultivate potential in order to generate outputs that are even better than what is expected.

Managers

make the most out of already-available resources to provide expected outputs.

Leaders

• Innovators

• Transformers

• Visionaries and Long-Term Strategists

• Dynamic Wheels of Fortune

• Value-driven

• Nurturers of Organizational Culture

• Strive for Empathy, Enthusiasm and Enlightenment

Managers

• Operators

• Motivators

• Short-term Strategists and Tacticians

• Stationary Pillars of Strength

• Output-oriented

• Organizational Designers and Developers

• Go for Efficiency, Economy and Effectiveness

Great Man Theory by Thomas Carlyle

• sought comfort and guidance throughout the Napoleonic wars.

• He believed to have been "unmistakably" God's messenger on earth.

• This theory of leadership states that some people are born with the necessary attributes that set them apart from others and that these traits are responsible for their assuming positions of power and authority.

• A leader is a hero who accomplishes goals against all odds for his followers.

Trait Theory by Ralph Stogdill

is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations.

Leadership Styles by Kurt Lewin

originate from the 1930s and consist of democratic leadership, where the leader and the group decide together, autocratic leadership, where the leader makes all decisions, and laissez-faire leadership, where the group makes decisions without the leader.

Charismatic Authority by Max Weber

• is a revolutionary and unstable form of authority.

• He borrowed the religious term of charisma and extends its use to a secular meaning.

• Audiences and followers believe that these leaders have a close connection to a divine power, have exceptional skills, or are exemplary in some way.

Contingency Theory of Leadership by Fred Fidler

• For a leader to be effective, their leadership style must fit the situation.

• Using this model, you’ll identify your own leadership style, assess the situation that requires leadership, and determine whether you’re the right leader.

• In this piece, it teaches you how to apply it to become a better leader.

Participative Leadership Theory by Rensis Likert

states that the power and responsibility to achieve the goals of the organization is distributed among all the employees and subordinates in the organization. According to this system, each employee has a certain role to play in the success of the organization. The superiors have the utmost confidence and trust in their employees.

Trait Theory of Leadership

Asserts that successful leadership is the result of certain innate personality traits and characteristics that generate consistent behavioral patterns.

Situational Theory of Leadership

The most effective leaders, according to this theory, are those who can adapt their methods to the situation and consider cues such as the type of task, the nature of the group, and other factors that may contribute to getting the job done.

Telling (S1)

The leader tells people what to do and how to do it.

Selling (S2)

Involves more back-and-forth between leaders and followers. Leaders "sell" their ideas and message to get group members to buy into the process.

Participating (S3)

The leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions.

Delegating (S4)

Characterized by a less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the responsibility for what happens.

M1

Group members lack the knowledge, skills, and willingness to complete the task.

M2

Group members are willing and enthusiastic but lack the ability.

M3

Group members have the skills and capability to complete the task but are unwilling to take responsibility.

M4

Group members are highly skilled and willing to complete the task.

Performance Evaluation and Review Technique (PERT)

is essential in organizing the schedule and coordination of all tasks for the implementation of the project.

Key Result Areas (KRAs)

are the qualitative manifestations that the results, outcomes, or objectives are being achieved.

Key Performance Indicators (KPIs)

• are the quantifications of the KRAs.

• In short, both are measurable values that help a business to their success and progress.

• From its nature, KRAs are qualitative while these are quantitative.

• KRAs imply the metrics set by the business and the these are used as a tool for evaluating these metrics.

Fishbone

• This diagram is used for determining cause and effect.

• The importance of this diagram is that the business owner can visually pinpoint the causes and examine their impact on the KPIs.

• It allows the business owner to create a solution to solve the problem or continue their usual way of doing business as it is found to be effective.

The Problem Tree

• starts from the most obvious manifestation of the problem encountered while doing things.

• Doer tries to figure out what are the immediate causes to the problem.

The Opportunity Tree

The problem statement of ‘Frequent Inventory Stockouts’ can be converted to an opportunity/objective statement (i.e., Reduce Lost Sales).

Monitoring

• the collection of information keeps track of:

  • Which information indicates the qualitative and quantitative progress in terms of the resources used

  • The efficiency, and economy effectiveness measures being attained (or not attained)

  • The milestones being achieved

  • Assesses work in progress

  • Focuses on the application of inputs as they are converted into outputs

Inputs

the resources used to undertake programs, products or projects.

Throughput

the transformation process which converts inputs or resources into outputs.

Outputs

the physical goods/assets produced or services rendered by a project product, or program undertaking.

Outcomes

the effects or desired results generated by providing and delivering the outputs to a client system in order to satisfy that client

Efficiency

• It is the relationship of inputs to outputs or outputs to inputs.

• It can be expressed in ratio form.

Effectiveness

• It is the attainment of objectives, end results desired, or performance outcomes given the level of effort exerted and resources applied to the program, product, or project.

• It is about measuring the impact of any project, program, or product.

Economy Measurements

• Economy relates costs to benefits.

• Costs include all the financial, economic, and social investments made.

• The benefits derived can be measured from the outcomes produced but translated into measurable monetary terms.

Urgency

• Impact evaluation must be done after the project, program, or product is completed or terminated.

• Any delay causes lapses in memory and might result in documents lost or misplaced.

• It also allows other variables to intervene and affect the outcomes.

Thorough and Comprehensive

The team must study all aspects of the undertaking and determine what is significant and critical.

Managed Professionally

The team must manage the entire process professionally by appointing qualified members and selecting a highly facilitative, objective and empathetic leader.

Inclusive

The team must include all units involved in the undertaking and those who have been directly or indirectly affected by it.

Systematic

The team must evaluate according to the objectives and criteria set, follow a methodological process of relating causes to their effects and making conclusions on the basis of sound and logical reasoning.

Consistent

The team should be like this in its choice of methodology and criteria when comparing projects, programs, or products with similar objectives to one another. It should ensure that all major undertakings undergo the PMRSS process.

Documented

• The team must do this to all its work from objective-setting to recommendation-making.

• These should go to the appropriate parties.

Communicated

The results of the PMRSS should be communicated properly in order to establish best practices, provide guidelines on what to do and what not to do, and build up the knowledge management system or institutional memory of the organization.

Impact Analysis

• This is the most important evaluation task.

• It is about measuring the effects or outcomes of a project, program, or product on its intended beneficiaries, customers or stakeholders (target adoptors).

Attachment A

Projects, programs, and products should be broken down into smaller tasks: activities. Activities are composed of related work tasks that need to be accomplished. Such activities allow for better monitoring, communication between participants, and control of the action plan. Furthermore, activities and tasks allow doers to determine what people competencies, resources, and technologies are needed in what quantities and quality specifications.

The Gantt Chart

• developed a notational system for scheduling a project.

• The activities are outlined on the left hand side of the chart.

• Along the horizontal line of each activity, bars are drawn from the beginning date to the ending date of the activity.

• Shown either above or below the chart are the sequential days, weeks or months representing the total implementation time of the project.

• is a tool that shows work achieved over a period of time, which helps teams plan and operate around deadlines and distribute resources properly.

PERT-CPM

• are the network techniques or models which are widely used in project management.

• These techniques are very useful for planning, scheduling and executing large-time bound projects which involve careful co-ordination of variety of complex and interrelated activities, estimating resource requirements and time for each activity and establishing inter-relationship amongst the activities.

• Scheduling requires the details of starting and finishing date times of each activity.

Process Flow Chart

• is usually utilized to show the step-by-step procedure in making a product, delivering a service or running a program.

• it consists of measures, roles responsible for executing these measures, and the inputs and outputs for each task.

Attachment B

This has a lot of importance in it since it defines everything needed for the project, from the description of the project up to the long term effects and the goal Key Performance Indicators (KPI) and Key Result Areas (KRA) and even the long term parameters and effects of the project so it summarizes the impact of the project as a whole factoring in the other aspects that it may entail.

Attachment C

1. Input Monitoring

2. Throughput or Process Monitoring

3. Output Monitoring

4. Outcome or Impact Monitoring