5. AIESEC India 2009

The document summarizes the National Leadership Development Seminar (NLDS) 2009 hosted by AIESEC India. [NLDS 2009] connected over 500 members from 7 countries to discuss important issues like climate change, entrepreneurship, and education. Participants engaged in group discussions and panels with representatives from organizations like Coca-Cola and IIM Ahmedabad. The goal was to educate members using an innovative open forum learning approach. Burning questions were also collected to continue the discussions virtually.

Aiesec Way

The document discusses AIESEC, a global nonprofit focused on empowering youth. It provides an overview of AIESEC's history since 1948 and its mission of promoting global cultural understanding among youth. Participants are guided through a three step process of discovery called "The AIESEC Way" to learn about AIESEC, reflect on their goals and values, and commit to taking the organization's mission forward.

Creating a Cultural Blueprint for the Invisible Architecture of a Community C...

Joe Tye

This document provides an overview of Joe Tye's presentation to the Iowa Association of Community College Trustees on crafting an "invisible architecture" of values, culture, and attitude for an organization. It discusses the importance of establishing a strong organizational culture over strategy, and moving from mere accountability to a culture of ownership among employees. It also shares results of a culture assessment survey given to faculty and staff at three Iowa community colleges which identified opportunities to strengthen aspects of their organizational culture such as positive attitudes, respect, and embracing change.

Golden Chain

Lawrence Smith

This document provides tips and information about using social media and online platforms for marketing purposes. It discusses how social media is about building relationships not sales. It also provides tips for using Facebook, Twitter, and TripAdvisor to market a business and track engagement. The document emphasizes using relevant, concise content and keywords to influence discussions online and measuring signals of intent to understand what audiences are interested in.

AIESEC in Bangalore | Introduction to AIESEC

Soumil Kar

AIESEC is an international student organization founded in 1948 to promote cooperation and understanding between countries. It began with students in Belgium and Sweden who wanted to rebuild economic ties devastated by World War II. AIESEC in India was reestablished in the 1980s by Arjun Bhagat after being closed down in the 1970s. AIESEC in Bangalore was started in 1982 and has since created over 10,000 internship and leadership experiences for students in the city.

The document discusses AIESEC 2010, an international conference. It was held on unspecified dates and locations. The conference included sessions and moments to discuss AIESEC's goals of enabling young people to create positive change through international internships and leadership experiences. AIESEC aims to realize 8000 exchanges, have 9600 members complete leadership experiences, provide 5000 exchanges with leadership training, engage 40000 total members, and operate across 110 countries and territories by 2010.

Around the world

This document appears to be from an AIESEC conference and discusses the organization's goals and vision. It includes: - Discussions around participants' experiences in AIESEC and how it has impacted them. - An explanation of AIESEC's vision of achieving peace and fulfillment of humanity's potential. - Details around their impact model of developing leadership through experiential learning opportunities for young people. - Their goal or "Big Hairy Audacious Goal" of engaging and developing every young person in the world by 2015. - Statistics and targets around scaling up their flagship programs like the Global Internship Programme and Global Community Development Programme.

Around the world

AieseCs Impact In India

guestb4e639

This document discusses the positive impact of AIESEC, a global student leadership organization, on India through leadership opportunities, international internships, and participation in a global learning environment. It highlights several examples of AIESEC alumni in India who have gone on to start successful businesses and organizations in fields like IT services, economic development consulting, venture capital funding, and more. These alumni demonstrate how AIESEC experiences can help young people in India become entrepreneurs and leaders who contribute to the country's growth.

AIESEC 2015 Session for AIESEC Nigeria

Josephus AYOOLA

AIESEC 2015 document outlines AIESEC's goals and vision for the year 2015. It discusses: - AIESEC's midterm goal of empowering 1 million young people worldwide with leadership experiences by 2015. - How AIESEC plans to achieve this by providing experiential leadership opportunities to develop responsible and entrepreneurial youth. - AIESEC's vision of realizing peace and fulfillment of humanity's potential. The document breaks participants into groups to discuss questions around AIESEC Nigeria's goals for 2015, including becoming the top partner for leadership development, providing high-quality experiences, and engaging more young Nigerians.

The looking glass

aiesechyderabad

The document discusses AIESEC's approach and vision, known as "The AIESEC Way". The AIESEC Way aims to have a positive impact on society by enabling young people to discover their potential and provide leadership. AIESEC's international platform develops individuals and communities indirectly through organizing exchange programs that provide powerful experiences to develop strong leadership. The goal is for participants to drive performance, scalability, relevance and impact through AIESEC's programs and leadership development approach.

AIESEC Mauritius | MC-EB BootCamp 1415

Jason Bholanauth

AIESEC's role is to develop leaders who can solve diverse global challenges through leadership experiences. AIESEC believes there is a fundamental, constant and sustainable solution which is developing leaders. Leaders can then solve challenges in society. AIESEC's impact model has individuals gaining leadership skills from AIESEC experiences, which indirectly impacts society. The document discusses ensuring AIESEC attracts highly talented members and emphasizes that the AIESEC experience, not direct solutions, is the tool for developing leaders who can then make positive impacts in society. It also discusses reflecting on the LC's vision and mission statements.

Fictious Mcp Launch

Marlissa Setyo Utami

In 5 years, AIESEC Indonesia has grown tremendously from facilitating fewer than 40 exchanges annually to over 280 exchanges and 470 members currently. This remarkable transformation was made possible by past transformational leaders such as Bulan Simanjuntak, Ali Zaenal Abidin, Aidy Steveany, Aparajita Deb, and Jennilie Orlanda who helped realize AIESEC Indonesia's dreams. The document encourages the over 150 attendees of the conference to nominate themselves as fictitious member committee president to gain experience stepping out of their comfort zone.

Annual Report 2009 - AIESEC in Italy

Martina Crepaz

This document provides information about AIESEC in Italy for the year 2008-2009. It includes a letter from the Member Committee President discussing the strengths of AIESEC and the accomplishments of the 2008-2009 term. It then provides details about AIESEC globally and in Italy such as the values, programs, and initiatives offered to members. The document also summarizes the 51st Global Leaders' Summit that was held in Rome in 2009, including events, partners, and financial information.

Gen2015

Aiesec way (2)

Lohita Turlapati

The document discusses AIESEC, an international organization that aims to engage and develop young people worldwide. It does this by providing leadership opportunities through international internships and a global learning environment. Their goal is to train young people to become leaders and agents of change. They strive for excellence, activate leadership in others, and act sustainably so their work continues in the future. AIESEC creates a diverse and participatory learning environment through individual reflection, team experiences, mentoring, conferences and virtual spaces.

AIESEC Cameroon

Merwin Man

This document summarizes information about AIESEC, an international organization that provides leadership development opportunities for young people. Its vision is to engage and develop every young person in the world. It offers various programs for professional and cultural experiences abroad, including internships, community development projects, and team leader positions. It operates in over 110 countries and aims to give members skills, global connections, and the ability to make an impact through its experiences. The document encourages readers to join AIESEC to gain an international experience, career advantages, and personal growth.

Ar 03 09

Honza Förster

This document provides an overview of AIESEC's corporate relations activities in the Czech Republic in 2010-2011. It discusses several programs aimed at attracting talent and promoting employer brands, including Career Days, recruitment partnerships, an online career portal, and research on the most desired employers. It also highlights partnerships on international leadership projects and conferences that allow companies to interact with students. The summary concludes that AIESEC works to build partnerships that benefit both students' development and companies' talent and brand goals.

Millennials Rising: Engaging and attracting Gen Y Talent

Marielle Reussink

Intern Buddy: AIESEC Relevance

Christina Kelman

AIESEC's key relevance is developing leadership for a positive impact on society through experiential leadership development opportunities for young people. It addresses this by placing individuals in challenging exchange experiences abroad and in local volunteer roles that develop skills like business acumen, strategic thinking, and managing people. This experiential learning model aligns with what the World Economic Forum says is needed - an inner and outer journey through a learning-by-doing experience. AIESEC focuses on cultivating leadership skills that can make meaningful contributions to solving challenges like poverty, unemployment, and inequality.

India and aiesec nls

This document discusses issues facing India and results from a survey of young people. The top issues in India are lack of education, corruption, regionalism, overpopulation, inflation, debt, and poverty. A survey found most young people think taking action is best way to have impact and experience is more important than other factors. Corruption was identified as the largest problem in Indian society. The document discusses AIESEC's goals to develop leadership and engage more young people internationally by 2015.

About AIESEC

Sriram Kakarla

Why + 2015 mb induction

This document discusses the key relevance and impact of AIESEC, an organization focused on leadership development. The main points are: - AIESEC develops leadership for a positive impact on society through experiential leadership development programs like internships and volunteer exchanges. - Their goal is peace and fulfillment of human potential. They believe providing these experiences to young people in a collaborative environment is the solution to challenges faced and what youth need. - The document outlines AIESEC's goals to increase the number and quality of experiences provided by 2015 through improving programs, accessibility, and delivery while staying focused on developing strong, responsible leadership.

RE 1.0

Heshan Jayasinghe

AIESEC is the world's largest student-run organization, with over 90,000 members across 124 countries. It provides leadership development opportunities to young people through internships, conferences, and community projects. AIESEC in Sri Lanka operates out of 6 universities and places 350-400 interns annually in the country through its international exchange programs. Ripple Effect 1.0 is AIESEC Colombo South's flagship community project for 2014, involving 25 interns covering a range of fields to educate children, identify problems impacting education in rural areas, and organize events for vulnerable groups from July to August.

AIESEC Manitoba Partnership Package 1

umchands

The document provides information about AIESEC Manitoba hosting the 2010 National Leadership Development Conference from May 12-16 in Winnipeg. It discusses the conference opportunities for developing leadership skills, promoting local organizations and businesses through advertising, and gaining international internship and exchange experiences. Contact information is provided for the organizing committee president.

Kamal Seth CV

Transition ITC09 Session

This document discusses knowledge management and transition within an organization. It provides objectives for a transition laboratory, including designing transition processes at different levels and dividing responsibilities. Knowledge management is defined as capturing critical knowledge and making it available to those who need it. The document outlines benefits of knowledge management like increased efficiency and savings. Transition is described as the period when knowledge and experience are transferred to new leaders. Effective transition requires preparation, delivery, and coaching from outgoing and incoming leaders to ensure a smooth transfer of responsibilities.

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Kamal Seth CV

Transition ITC09 Session

Individual Transition Guideline

This document provides a template for an individual transition plan consisting of 7 sections: 1) an introduction with an overview of responsibilities and priorities, 2) knowledge management, 3) the purpose of the transition process, 4) a timeline, 5) a personal checklist, 6) envisioning a successful transition, and 7) indicators of success. The template is intended to help an individual efficiently build confidence and fit into a new role by providing documentation and guidance to effectively transition responsibilities.

EB To EB Team Transition Meetings

This document outlines the principles, standards, and process for transitioning leadership from an outgoing executive board to a new executive board. It discusses establishing fundamentals like open communication and respect to guide team interactions. Standards for an effective transition include ongoing planning, proper documentation, and balancing work with social aspects. The transition process involves four joint meetings between the boards to cover topics like culture, current realities, strategies, and people management. One-on-one meetings allow for more detailed discussions. The outgoing board remains responsible for an effective transition.

Transition Flow

The document outlines the objectives and process for transitioning a new executive body at an AIESEC local committee. The four main objectives are to ensure the new team has a shared vision, a strategic plan, the necessary skills, and facilitates integration into their new roles. The transition process involves skills training, reviewing past performance, developing a long-term vision and annual plan through a planning weekend. It aims to equip the new team to effectively lead the local committee through areas like exchange management, talent management and financial management.

Transition Introduction

This document provides guidance on transition processes at the local committee level for AIESEC India. Transition involves transferring knowledge from outgoing to incoming leadership to ensure continuity and sustainability. The document aims to support local committees in building effective transition plans through establishing frameworks, processes, and discussing key topics. It emphasizes that transition is important for both outgoing and incoming teams to evaluate work, feel a sense of completion, and ensure the new leadership is prepared to build upon past successes and learn from mistakes. The transition guide is meant as a starting point for local committees to develop their own customized transition agendas and planning processes.

Transition Introduction

This document provides guidance on transition processes at the local committee level for AIESEC India. It defines transition as the process of transferring strategic direction, knowledge, and experience from current leaders to incoming leaders. Effective transition is important for organizational continuity and preventing past issues. The document recommends transition processes begin months before the leadership change and involve both current and incoming teams. It provides suggestions for topics to cover and questions to consider when planning transition meetings and materials. The goal is to equip incoming leaders with the information, skills, and resources needed to achieve goals and lead the local committee successfully.

Transition Introduction

This document discusses the importance of transition within AIESEC, which refers to passing strategic knowledge from outgoing to incoming leaders. It provides definitions of transition, outlines the objectives to ensure continuity, and describes the key steps of preparation, delivery, coaching, and evaluation. Tips are given to base transition in facts, treat it with importance, and keep the process simple and effective. The overall message is that transition guarantees AIESEC's continued progress by preventing repeated mistakes and allowing new leaders to quickly understand their roles.

Transition Flow

This document outlines the agenda for an LC Transition 0910 event. The agenda includes individual transition time, team activities and planning time, social activities, and meetings with alumni and externals. It also provides details on the flow of the agenda from reflection on where participants are now to making action plans and being ready to take over. The social agenda and expectations for the transition are also mentioned, including asking questions, learning from others' experience, sharing ideas, and taking responsibility.

Transition ITC09 Session

This document discusses knowledge management and transition within an organization. It addresses: 1) The objectives of knowledge management and ensuring a smooth transition at all levels of the organization. 2) Key aspects of an effective transition process, including preparation, delivery, and coaching for both outgoing and incoming teams. 3) The roles and responsibilities of outgoing and incoming leaders to work together to plan and implement the transition.

Chandigarh

The document discusses an Indian city known for its urban planning, greenery, and vibrant Punjabi culture. It also mentions the city's great appetite for fun activities and its famous butter chicken dish. The document refers to recruiting 68 new members from Chandigarh and Lovely Professional University to work for AIESEC Chandigarh, bringing their Punjabi passion and courage to represent the organization.

Jaipur Presentation

This document appears to chronicle the history and achievements of an organization called AIESEC from 1995 to 2010, noting milestones such as starting their journey in 1995, an era of evolution from 2000 to 2004, and receiving awards for being the best in 2004, 2005, 2006, and 2008. It highlights their membership numbers growing to 110 members and 220 exchanges, and encourages support for the next generation to continue their success.

Aiesec Way

The document discusses AIESEC, a global nonprofit focused on empowering youth. It provides an overview of AIESEC's history since 1948 and its mission of promoting global cultural understanding among youth. Participants are guided through a three step process of discovery called "The AIESEC Way" to learn about AIESEC, reflect on their personal goals and vision for the future, and commit to taking the organization's mission forward.

Aiesec History Nlds 2009 India

AIESEC started in 1945 to develop student leaders in Europe after World War 2 and rebuild connections between countries. It grew from a small student exchange program to the largest student organization in the world, facilitating thousands of international internships annually across every continent. Today, AIESEC continues its mission of providing leadership development and cultural understanding to students globally despite changes in the world and remains as relevant as ever to its goal of training tomorrow's leaders.

3. Importance Of Social Media

This document provides an overview of personal branding and outlines an 8-step process for branding yourself. It begins with defining what branding is and how major companies like Nike, McDonald's and Apple have branded themselves. It then discusses how branding yourself helps define who you are and what you stand for. The 8 steps outlined to brand yourself are: 1) self-reflection, 2) listing achievements and gaps, 3) uniqueness, 4) mission statement, 5) vision statement, 6) making yourself attractive, and 7) creating a dream resume. Tips for personal branding dos and don'ts are also provided.

The State Of The World

This document discusses the choices and opportunities that people have to make a positive impact on the world. It notes that within each person is the power to choose thoughts, words, and actions that can help others. The document then provides examples of global problems like poverty, hunger, and conflict to suggest that the world's challenges are complex and interconnected, but that solutions can also come through global cooperation and individuals choosing to create change.

Impact Output Nlds 2009

The document summarizes discussions from the 2009 National Leadership Development Seminar (NLDS) hosted by AIESEC India. Over 500 members from 7 countries participated, including 450 new AIESEC India recruits. The seminar addressed important issues like climate change, entrepreneurship, and education. For education, panels discussed modernizing curriculum, increasing practical and vocational training, and encouraging students to follow their passions. Representatives from organizations like Coke and IIM Ahmedabad participated. An open forum format was used, with small group and larger panel discussions, to educate participants in an innovative way. Burning questions on each topic were also identified for further virtual discussion.

Aiesec Way