Projeto Manual do Colaborador Rede dos Sonhos2

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Regimento interno Essas normas são de caráter obrigatório e devem ser cumpridas, sujeitas apenalidades; a estrutura do textoerádenorma,com artigos, alíneas, etc. Aqui estão algumas sugestões que elencamos na reunião com a Larissa Conter regras sobre: uso de celular, manual do cartão ponto, uso e cuidado com uniforme, uso adequado de EPI, cuidado e armazenamento adequado dos equipamentos de trabalho, regras de atestado; Uso adequado dos espaços do Hotel, regras do estacionamento, transito de veículos da empresa, uso consciente do refeitório dos funcionários; Postura profissional: pontualidade, relacionamento interpessoal com colegas e clientes, pró atividade, comunicação, uso do cigarro, normas do SGS e cumprimentos das regras e normas da empresa. new and experienced managers to maximise their potential by gaining or refining their management and leadership skills. Our team of highly skilled and experienced trainers and consultants have all had distinguished careers in senior management roles and bring with them a wealth of practical experience to each course. At MTD Training we will design and deliver a solution that suits your specific needs addressing the issues and requirements from your training brief that best fits your culture, learning style and ways of working. Our programmes are delivered when and where you need them! We believe that training should be fun, highly interactive and provide “real world” practical techniques and methods that you can use back in the office – and that’s exactly what we provide. Download A FREE Self Study Management Course Please visit our website www.m-t- -d.co.uk for further details about the services that we offer and to also download a FREE Self Study Management Course NAL INTELLIGENCE 1.1 INTRODUCTION We all know someone who is incredibly bright and yet cannot seem to pull their life together. The brilliant student who flunks out of university, or the incredibly intelligent worker who can’t seem to get ahead in their company. We know from our familiarity with them that they have a good to superior intelligence level, but that doesn’t seem to be enough to ensure success. And at the same time, we can probably describe in some form why we feel these people have not been successful. Our descriptions would include certain traits or behaviors that have nothing to do with intelligence.
The study of emotional intelligence has its roots in the work of Darwin, who posited that emotional expression was essential for survival. Over time, scientists have begun to study why standard intelligence along isn’t enough to predict performance in an individual. They have realized that there is another type of intelligence that isn’t related to the standard cognitive intelligence – it’s called emotional intelligence. Emotional intelligence is a relatively new subject of study, though its roots go back to the time of Darwin, who posited that emotional expression was essential for survival. But what do we mean when we emotions and why they behave the way that they behave. They can use their emotions as clues to what their body and mind are trying to tell them. And they can use their EI to truly understand others and their points of view. When they wield this kind of tool, they can overcome the kinds of emotional obstacles that tend to stop us all. They can understand why others feel the way that they feel and why they are doing what they are doing, and use that knowledge to help others perform at their best. They can resolve conflict quickly and recover from setbacks with aplomb. They are good in a crisis, strong at communicating, and successful where others fail. Later in this ebook, we’ll look in more detail at some real-life examples of how EI can help you in the workplace. But now, let’s look at how emotional intelligence is different from our traditional ideas about intelligence. 1.2 THEORIES OF MULTIPLE INTELLIGENCES Until the last century, the understanding of intelligence was strictly related to cognitive functions such as memory, learning, and problem-solving. However, scientists had begun to understand by the 1900s that non-cognitive aspects of intelligence also exist. For example, E.L. Thorndike described a type of social intelligence that was related to managing and understanding others. In 1940, David Wechsler further developed the concept of non- -cognitive intelligence by arguing that no full definition of intelligence could exist until we were able to fully define those aspects that were not related to traditionally measured cognitive skills. Then in 1983, Howard Gardner published a groundbreaking work entitled Frames of Mind: The Theory of Multiple Intelligences. He argued that people have more than one type of intelligence, and that these types of intelligence were also actually cognitive in nature, yet could not fully be defined by current models such as standard Intelligent Quotient (IQ) tests. His model for multiple intelligences focused mainly on: • Intrapersonal Intelligence: the ability to understand one’s own feelings, motivations, and fears) • Interpersonal Intelligence:
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Projeto Manual do Colaborador Rede dos Sonhos2

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