"Die Team Toolbox soll dir eine Orientierung für die Arbeit mit und in Teams geben. Solltest du dich daher jemals mit der Frage auseinander gesetzt haben „Was mache ich wie und wofür mit meinem Team und wo fange ich da an?“, dann kann dir die Toolbox weiterhelfen. Die Toolbox passt ideal in Or
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ganisationen deren Kontext in Richtung „mehr agil“ oder „Selbstorganisation“ geht. Sie passt weniger in streng hierarchische Organisationen, die wenig Dynamik in Arbeitsabläufe benötigen und auch nicht zu Organisationen, die nicht auf Teams in ihrer Aufbau- und Ablauforganisation setzen wollen. Wie viel du letztlich von dem Inhalt als Coach oder Teammitglied mit deinem Team umsetzen möchtest, liegt an dir und deinem gesunden Menschenverstand. So gesehen, befreit die Toolbox nicht vom Denken und einem situativen Coachingansatz. Je nach Situation befindest du dich z.B. gerade im Aufbau eines Teams, oder übernimmst bereits ein bestehendes Team, stehst vor der Aufgabe aus einer Gruppe ein (Hochleistungs)team zu machen oder sollst agile Methoden einsetzen. Hierbei kann dir die Toolbox interessante Anregungen bieten. Der theoretische Unterbau der Toolbox wird durch systemisch, konstruktivistische Ansätze gestützt. Auf diese soziologischen Gedankengänge kommen dann agile Methoden zum Einsatz. Daraus haben sich 7 relevante Dimensionen in der Arbeit mit Teams ergeben: Teamkommunikation, Teamsteuerung, Team-Mindset, Teamzusammensetzung, Teamwerte, Teamprozesse und Teamvision. Jeder dieser Dimensionen wird mit konkreten Wissens- und Workshopformaten gefüllt, derer du dich aus der Team Toolbox bedienen kannst. Das bedeutet konkret, dass du zum Einen dein Team mit Grundlagenwissen in Kommunikation, sozialen Systemen oder Konfliktbewältigung ausstatten kannst und zum Anderen Ideen für Workshops findest, die du mit deinem Team gestalten kannst." (Team Toolbox: Was ist das? Seite 1)
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"The findings from the study represent a mixed bag. There is much to celebrate—improved quality of life, enhanced productivity owing to factors such as reduced commute time, and, at scale, the evident reduction of the pollution load on the planet. Further, it sheds light on the possibility that gi
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ven the right policy and incentive regimes, telecommuting will enable many more to engage in the productive economy—including those who currently do not participate in the workforce owing to caregiving or other such responsibilities. But there are areas of concern. As ‘leaving for work’ morphed into ‘living at work,’ working hours stretched, and lines between worktime and downtime blurred. A matter of great concern was that inequality manifests itself in yet newer forms—the poor fared far worse than middle- and upper-income earners, taking hits not only on incomes, but also in lacking the wherewithal to participate in the online economy." (Foreword)
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"The purpose of the guide is to provide practical and actionable recommendations for effective teleworking that are applicable to a broad range of actors; to support policymakers in updating existing policies; and to provide a flexible framework through which both private enterprises and public sect
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or organizations can develop or update their own teleworking policies and practices. The guide also includes a number of case examples regarding how employers and policymakers have been handling teleworking during the COVID-19 pandemic and addresses the lessons learned from the recent months that are relevant for the future of teleworking arrangements beyond the pandemic; and a list of available tools and resources." (Introduction)
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"Ce livre aborde de manière originale les difficiles relations interculturelles, plus particulièrement les questions du vivre ensemble dans le contexte actuel où le numérique est omniprésent et la diversité culturelle de plus en plus grande. Les deux auteures ont pu constater, à partir de leu
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r expérience dans le domaine de la pratique interculturelle, à quel point la fragilisation des liens sociaux affecte les relations et crée des tensions qui aboutissent souvent en des conflits allant jusqu'à la rupture de la communication entre les personnes. Les chapitres présentent des situations concrètes vécues et proposent des solutions innovatrices pour dénouer des situations interculturelles difficiles." (Description de la maison d'édition)
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"The Guide presents principles, minimum standards and best practices, business processes, references and tools deemed important for effective, efficient, and sustainable organizations. The Guide consists of ten chapters that cover the key functional areas of most organizations. Each chapter (and ind
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eed each step and process within each chapter) can be used as a stand-alone document. With the exception of Chapter 3, Health and Human Services Regulations, the chapters in the Guide can be used by many different types of organizations, in many sectors (such as agriculture, health, peacebuilding, water supply, nutrition, education, or environment.) CRS offers the Guide as an adaptable tool which may be used to develop new, or strengthen existing, policies, processes and practices." (About the guide, page 7)
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"The extraordinary editor” provides media leaders with the skills to run their news organisations by learning about the mistakes and successes of other experienced editors. The presented examples are mainly derived from South African newspapers, but the issues tackled may apply to other media anyw
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here in the world as well. The seven chapters cover the essence of editing, the editor’s self-management, staff management, content and process management, business management, public relations, change management and media convergence. The book is quite a practical resource, full of checklists as well as brief statements from acknowledged practitioners. The clear language and the excellent caricatures and design add to the value of this publication." (CAMECO Update 1-2010)
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"Community broadcasters are united by six guiding principles. We will work to:
1. Promote harmony and diversity and contribute to an inclusive, cohesive and culturally-diverse Australian community
2. Pursue the principles of democracy, access and equity, especially for people and issues not adequate
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ly represented in other media
3. Enhance the diversity of programming choices available to the public and present programs that expand the variety of viewpoints broadcast in Australia
4. Demonstrate independence in programming as well as in editorial and management decisions
5. Support and develop local arts and music
6. Increase community involvement in broadcasting.
Throughout the Codes, community broadcasting licensees are referred to as ‘we’ or ‘our’. The terms are legally binding." (Guiding principles, page 3)
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"Tools for Development" aims to help you deliver successful development activities and interventions by giving you access to the skills and techniques you will need to do so. The demand for it has come from DFID staff both in the UK and overseas who recognise that development initiatives inside and
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outside DFID need to be designed and managed using people-driven and performancebased management methods. Over the past decade, DFID has worked with others to develop new methodologies and refine earlier ones to support such approaches; the range of techniques from which to choose is still expanding." (Introduction, page 1.1)
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