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Christa Engelmann

Erfolgreiche Teams - 0 views

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    Spitzenleistung wird immer mehr zur Herausforderung. Krisenstäbe, Sondereinsatzkommandos oder OP-Teams müssen in kritischen Situationen die richtigen Entscheidungen treffen.
sandro doenni

„Führen auf Distanz - Die Zukunft gehört virtuellen Teams" auf karrierebibel.... - 0 views

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    "Die Arbeitsforscher sagen es schon länger voraus: Der Arbeitnehmer von morgen wird flexibler arbeiten als heute, selbstständiger, aber auch selbstverantwortlicher und virtueller. Er wird in wechselnden Teams, wechselnden Projekten und teilweise auch für wechselnde Arbeitgeber arbeiten. Sein Büro wird nicht mehr sein zweites Zuhause sein - sondern umgekehrt:"
anonymous

Lynda Gratton - The Future of Work - 0 views

  • n India, the speed and scale of the response has taken a very different form, spearheaded not by government, but by the private sector. Indian companies face a huge potential skill gap for, while the technical education in the Indian Institutes of Technology is of a high level, the general education standards across the country are poor. For Indian’s rapidly growing IT sector, represented by companies such as Wipro, Infosys and TCS, this could be a disaster. Yet instead of accepting this, these companies have reached out into communities across the continent to significantly impact the development millions of youngsters. Executives at Wipro, for example, work with tens of thousands of colleges across India to train teachers to develop IT skills, build state-of-the-art curricula, and encourage students to become what they term ‘work-ready’. With a recruitment target in 2011/12 of 60,000, the teams at TCS play a similar role in helping young people across India understand from an early age what the most valuable skills for the future are, and how best to acquire them. Like Infosys they also work closely with hundreds of thousands of teenagers to actively increase their skills.
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    "n India, the speed and scale of the response has taken a very different form, spearheaded not by government, but by the private sector. Indian companies face a huge potential skill gap for, while the technical education in the Indian Institutes of Technology is of a high level, the general education standards across the country are poor. For Indian's rapidly growing IT sector, represented by companies such as Wipro, Infosys and TCS, this could be a disaster. Yet instead of accepting this, these companies have reached out into communities across the continent to significantly impact the development millions of youngsters. Executives at Wipro, for example, work with tens of thousands of colleges across India to train teachers to develop IT skills, build state-of-the-art curricula, and encourage students to become what they term 'work-ready'. With a recruitment target in 2011/12 of 60,000, the teams at TCS play a similar role in helping young people across India understand from an early age what the most valuable skills for the future are, and how best to acquire them. Like Infosys they also work closely with hundreds of thousands of teenagers to actively increase their skills."
David Slight

Team Collaborative Applications/SharePoint - 0 views

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    Recent Forrester report on growth of Collaboration: forcing companies to restrict travel while keeping distributed teams in touch
David Slight

UK SharePoint Team : Taking SharePoint Files Offline - What are the options? - 0 views

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    New consolidated blog from the UK SharePoint teams at Microsoft
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    New consolidated blog from the UK SharePoint teams at Microsoft
anonymous

Promoting Collaboration and Global Virtual Teams - 1 views

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    AEC Event
David Slight

UK SharePoint Team - 0 views

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    New consolidated blog from the UK SharePoint teams at Microsoft
anonymous

Home Sweet Office: Comfort in the Workplace - Research - Herman Miller - 0 views

  • Jacqueline Vischer, professor, department of environmental design, University of Montreal, has created a model that ranks comfort into an ascending continuum of physical, functional, and psychological comfort, which roughly parallels the Kolcaba model of relief, ease, and renewal.
  • Various aspects of physical comfort, such as temperature, lighting, acoustics, and ergonomics, have been researched extensively over the years, so standards for those areas affecting health and safety are fairly well defined.
  • “There is no one temperature and humidity level at which everyone is comfortable.” *10
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  • Clearly, many workers would be more comfortable if they had some control over their immediate environment—if they could adjust the heat or turn on a task light, for example. But “very few buildings or workstations enable occupants to control lighting, temperature, ventilation rates, or noise conditions.
  • functional comfort, wherein the work environment becomes a tool that enables and supports individual work and collaborative teams. “There are fewer standards and practices to ensure functional comfort than there are for physical comfort,”
  • In Herman Miller’s survey of 500 workers, four out of five attributes that were consistent predictors of a “high comfort” workstation related directly to functional comfort: The capability to support space for two or more people to meet The capability to control interaction with those around me The option to place the computer in the most suitable location Having a place to store my personal items
  • While physical and functional comfort are linked to productivity, psychological comfort relates to uniquely human needs, such as the ability to control elements of one’s job, to personalize one’s space, to set boundaries, and to connect with nature or beauty. While psychological comfort is difficult to quantify, it addresses some intensely human drives.
  • Control, for example, is related to higher levels of job satisfaction and psychological comfort.
  • In the office, territoriality operates in at least two ways: in the attempt to control visual, auditory, or physical interruptions and in the nearly universal urge to personalize one’s space.
  • Interruption is perceived as an invasion of personal space, and the inability to control it produces frustration and territorial behavior, which can range from complaining about confidentiality to erecting blockades.
  • Territoriality also concerns the human need for self-expression.
  • “People who are informed about workspace-related decisions, and who participate in decisions about their own space, are more likely to feel territorial about their workspace and to have feelings of belonging and ownership.” *22
  • the effect of beauty—the aesthetic element of a work environment—may be the most unquantifiable contributor to psychological comfort in the workplace.
  • The beneficial effect of natural light on health is so compelling that European Union directives on workplace health and safety state that “workplaces must as far as possible receive sufficient natural light...”
  • A growing body of research shows that building environments that connect people to nature are more supportive of human emotional well- being and cognitive performance than environments lacking these features,” writes Heerwagen.
Christa Engelmann

Enterprise Collaboration Strategy - 0 views

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