- From being an employee who's working hard and being stressed, I now found my own space. I found room to be myself. And I could challenge myself to do the right thing. I always consider that the beginning of my successful life as a manager.
- Richard Brown is the eldest son of Wilfred Brown. Has been involved in personnel and HR for some 35 years. Not currently in a full HR role, but doing interim work. His father's work influences every part of the work that he's doing.
- Elliot Brown always maintained a professional distance between himself and my father. He was employed in Glacier by the Works Council, not by the company itself. But there was also intense, personal clashes, but differences of opinion.
- He became Managing Director of Joint Manager of Glacier in the late 30s. In that same year established the Works Council within Glacier. Was a committed socialist, a member of the Labour Party. invested heavily into research and development.
- CRA is focused on taking Wolfie Brown and Elliot Jacks' work to the workplace. Its approach is to enable managers to mobilize their leadership with their teams. The manager must be involved in bringing new information to his or her direct reports.
- In Australia you have the staff systems and you had the award systems. The key difference in the systems were the employment systems. It was a radical conclusion that if you wanted the staff behavior in quote, then why not make everyone staff?
Speaker A Yo lo que recomendaría, le recomendaría a cualquier ejecutivo que tomen su trabajo, que su trabajo es más que un trabajo. Primero le diría eso. Y que cada cosa que hacen o dejan de hacer es una elección. y que cada uno es responsable de las elecciones y las decisiones que toma en la vida. Entonces que tienen la posibilidad de hacer algo muy grande, así como tienen la posibilidad de administrar algo muy pequeño. Y que eso depende de lo que cada uno quiera hacer en la vida.
Speaker A Yo lo que recomendaría, le recomendaría a cualquier ejecutivo que tomen su trabajo, que su trabajo es más que un trabajo. Primero le diría eso. Y que cada cosa que hacen o dejan de hacer es una elección. y que cada uno es responsable de las elecciones y las decisiones que toma en la vida. Entonces que tienen la posibilidad de hacer algo muy grande, así como tienen la posibilidad de administrar algo muy pequeño. Y que eso depende de lo que cada uno quiera hacer en la vida.
Speaker A Hello, John. Thanks for coming along to talk about management and your experience with levels of work.
Speaker B My pleasure.
Speaker A Let's start with the most general question of all. What is levels of work about for you?
Speaker A Hello, John. Thanks for coming along to talk about management and your experience with levels of work.
Speaker B My pleasure.
Speaker A Let's start with the most general question of all. What is levels of work about for you?
Speaker A What is it that Shell rooted itself in to make this journey possible? To move from a wonderfully, well designed 1970s model to a 21st th century model? To position ultimately its reputation and its employment brand for the longer term future in a world that has changed so dramatically, which so many people have written about?
Speaker A What is it that Shell rooted itself.
Speaker B In to make this journey possible?
Speaker C To move from a wonderfully, well designed 1970s model to a 21st th century model?
Speaker D To position ultimately its reputation and its.
Speaker E Employment brand for the longer term future.
Speaker F In a world that has changed so dramatically, which so many people have written about?
Speaker D I would submit that there are two.