The document is a general questionnaire for an applicant to the MC team of AIESEC Romania for the 2013-2014 term.
1) The applicant sees this year as an opportunity for personal and professional growth, where they can utilize their passion and experience gained in previous AIESEC roles to strengthen the MC team and AIESEC Romania's network.
2) AIESEC develops ethical, globally-minded leaders but Romania still needs to learn how to see opportunities within the country and fulfill its potential rather than sending talented individuals abroad.
3) To increase relevance, AIESEC Romania should focus on growing existing high-quality programs like iGCDP through flexibility and national initiatives, while reshaping projects to
This document contains a general questionnaire for an AIESEC Romania leadership position.
1. The first question asks about the applicant's motivation to apply and their experience growing personally and professionally in AIESEC.
2. The second question asks about the leadership that the world and Romania expects from AIESEC, and how AIESEC develops people and leadership skills.
3. The third question involves a SWOT analysis of AIESEC Romania and discusses opportunities to increase international experiences for Romanian students through university partnerships.
4. The fourth question evaluates AIESEC Romania's progress towards its 2015 goals and the focus of past terms in developing understanding and strategies to achieve the vision.
This document contains responses to questions about applying to be on the management committee of AIESEC Romania for 2013-2014.
1) The applicant wants to take advantage of the opportunity to be on the MC in Romania to further develop personal and professional skills through the challenge, and feels a connection to Romania after having visited previously.
2) Leadership is needed from AIESEC to motivate people to act as role models of change through relevant social projects that solve problems and drive fresh ideas.
3) To be relevant, AIESEC in Romania should engage and develop youth as future leaders through programs aligned with Romania's youth policy to potentially partner with the government.
This document provides information about AIESEC's Leap program, which offers international volunteer experiences. It discusses the program's history and growth since 1948. It then provides details about the application process, benefits of the program, potential project locations, testimonials from past participants, frequently asked questions, and contact information for those interested in the program.
Junior Achievement Bulgaria held several events and programs in 2010 to promote entrepreneurship education among Bulgarian youth. Some of the key events and programs included:
1) The "Manager for a Day" initiative where over 1000 students shadowed managers and politicians to learn about various careers.
2) The "Smart Start" conference where 200 students learned entrepreneurship skills from successful entrepreneurs and managers through seminars and case studies.
3) Elementary and middle school programs that taught economic literacy and career skills to younger students, reaching over 350 participants in the annual "Juniors in Action" competition.
- AIESEC is a global nonprofit founded in 1948 that provides leadership development experiences to young people through international internships and volunteer programs.
- The Leap program places Bahraini students in international volunteer projects focused on areas like entrepreneurship, literacy, and environmental issues. Locations include countries in Asia, Europe, Africa, and the Americas.
- Participants gain practical skills, expand their worldview, and make a positive social impact through the program. They are supported throughout the application process and internship.
The document discusses Project Management Institute Pearl City Chapter's Student Leadership Competency Building initiative. The initiative aims to develop leadership skills in students aged 12-22 so they can become industry and nation ready leaders. It involves establishing Student Leadership Advisory Councils at partner academic institutions to implement training programs focused on leadership competencies. The goal is to help students gain the skills needed to contribute to the growth of the nation and industry.
Gateway Entrep Case Study Individual Final (2) (1)Robin Hoke
This document summarizes a partnership between Gateway Technical College in Wisconsin and École Supérieure de Technologie in Morocco to develop entrepreneurship and business skills. With initial funding from USAID, the schools replicated Gateway's "Biz Squad" course at ESTO to have student teams work with local businesses. The program aimed to increase entrepreneurial skills, provide technical assistance to small businesses, offer experiential learning, and connect students to regional industry. It aligned with Moroccan government goals but faced challenges adapting the American model due to cultural and gender differences in Morocco. The project concluded after achieving its objectives of developing individual and institutional capacity for entrepreneurship education.
This document contains a general questionnaire for an AIESEC Romania leadership position.
1. The first question asks about the applicant's motivation to apply and their experience growing personally and professionally in AIESEC.
2. The second question asks about the leadership that the world and Romania expects from AIESEC, and how AIESEC develops people and leadership skills.
3. The third question involves a SWOT analysis of AIESEC Romania and discusses opportunities to increase international experiences for Romanian students through university partnerships.
4. The fourth question evaluates AIESEC Romania's progress towards its 2015 goals and the focus of past terms in developing understanding and strategies to achieve the vision.
This document contains responses to questions about applying to be on the management committee of AIESEC Romania for 2013-2014.
1) The applicant wants to take advantage of the opportunity to be on the MC in Romania to further develop personal and professional skills through the challenge, and feels a connection to Romania after having visited previously.
2) Leadership is needed from AIESEC to motivate people to act as role models of change through relevant social projects that solve problems and drive fresh ideas.
3) To be relevant, AIESEC in Romania should engage and develop youth as future leaders through programs aligned with Romania's youth policy to potentially partner with the government.
This document provides information about AIESEC's Leap program, which offers international volunteer experiences. It discusses the program's history and growth since 1948. It then provides details about the application process, benefits of the program, potential project locations, testimonials from past participants, frequently asked questions, and contact information for those interested in the program.
Junior Achievement Bulgaria held several events and programs in 2010 to promote entrepreneurship education among Bulgarian youth. Some of the key events and programs included:
1) The "Manager for a Day" initiative where over 1000 students shadowed managers and politicians to learn about various careers.
2) The "Smart Start" conference where 200 students learned entrepreneurship skills from successful entrepreneurs and managers through seminars and case studies.
3) Elementary and middle school programs that taught economic literacy and career skills to younger students, reaching over 350 participants in the annual "Juniors in Action" competition.
- AIESEC is a global nonprofit founded in 1948 that provides leadership development experiences to young people through international internships and volunteer programs.
- The Leap program places Bahraini students in international volunteer projects focused on areas like entrepreneurship, literacy, and environmental issues. Locations include countries in Asia, Europe, Africa, and the Americas.
- Participants gain practical skills, expand their worldview, and make a positive social impact through the program. They are supported throughout the application process and internship.
The document discusses Project Management Institute Pearl City Chapter's Student Leadership Competency Building initiative. The initiative aims to develop leadership skills in students aged 12-22 so they can become industry and nation ready leaders. It involves establishing Student Leadership Advisory Councils at partner academic institutions to implement training programs focused on leadership competencies. The goal is to help students gain the skills needed to contribute to the growth of the nation and industry.
Gateway Entrep Case Study Individual Final (2) (1)Robin Hoke
This document summarizes a partnership between Gateway Technical College in Wisconsin and École Supérieure de Technologie in Morocco to develop entrepreneurship and business skills. With initial funding from USAID, the schools replicated Gateway's "Biz Squad" course at ESTO to have student teams work with local businesses. The program aimed to increase entrepreneurial skills, provide technical assistance to small businesses, offer experiential learning, and connect students to regional industry. It aligned with Moroccan government goals but faced challenges adapting the American model due to cultural and gender differences in Morocco. The project concluded after achieving its objectives of developing individual and institutional capacity for entrepreneurship education.
Best B School in Greater Noida E brochureglbimrnoida
This document provides information about the GL Bajaj Group of Institutions and GL Bajaj Institute of Management and Research (GLBIMR). It discusses the vision and establishment of the group with 9 campuses located in NCR and Mathura offering education in various fields. It then focuses on GLBIMR which was established in 2007 and offers a 2-year PGDM program approved by AICTE. It provides details about the vice chairman and director general who have been instrumental in the growth and success of the group and institute respectively through their vision and leadership.
Meet the MaastrichtMBA class of 2015. LEARN, GROW AND NETWORK
IN THE HEART OF EUROPE
The MaastrichtMBA is a joint initiative of
Maastricht School of Management (MSM)
and Maastricht University School of Business
and Economics (SBE).
The MaastrichtMBA is fl exibly available both for
full-time and part-time participants. The full-time,
residential format of the MaastrichtMBA has been
developed for managers and entrepreneurs with at
least three years of postgraduate work experience, who
have a passion for the challenges of managing and
leading organizations in a multicultural, global context.
The program combines the latest management thinking
with practice and applied research, with an emphasis
on leading and managing in multicultural settings.
The program is ranked #2 in the Netherlands according
to Eduniversal’s Best Masters ranking, internationally
accredited by NVAO, ACBSP, IACBE and AMBA, and
draws on MSM’s 60-year experience in management and
business education. It was one of the three nominees for
the Nuffi c Orange Carpet Award in 2014, in recognition
for its contribution to the internationalization of higher
education in the Netherlands. And MSM won the 3rd prize
in the prestigious MBA Innovation Award competition
organized by the Association of MBA’s (AMBA).
Graduates from the program have assumed leading
and challenging positions in the private and public
sectors, and have successfully started their own
entrepreneurial ventures.
DEVELOPING GLOBAL
LEADERSHIP SKILLS
Global and multicultural leadership skills are vital assets
for today’s managers. Joining the MaastrichtMBA class
will challenge participants to develop their management
skills in a diverse, international and multicultural
environment. The more than two dozen nationalities
represented in a typical class of the full-time, residential
format of the MaastrichtMBA create a stimulating
learning environment inside and outside the classroom.
This will help participants develop their global and
multicultural leadership skills and expand their global
network. Maastricht’s proximity to other major European
countries and MSM’s global network of partner
institutions, including partnership of the Global Business
School Network (GBSN), only add to our attractiveness
as an international management school.
RESPONSIBLE MANAGEMENT
MSM subscribes to high ethical standards in business
and strongly promotes corporate social responsibility
(CSR) and sustainable development. We subscribe to
the Principles for Responsible Management Education
(PRME). With CSR and business ethics constituting an
integral part of the MBA curriculum, participants will be
trained to become a responsible and effective manager.
STONG LINKS TO BUSINESS
COMMUNITY
Pursuing an MBA degree is not only about management
thinking and case studies. Our strong links to the business
community will give participants exposure to the best
companies and organizations in
The one-year full-time MBA program offered at Maastricht School of Management combines the latest knowledge in management theory with practice and applied research, with an emphasis on leadership and management in multicultural settings.
The program is designed for managers and entrepreneurs with at least three years of postgraduate work experience, who have a passion for the challenges faced by organisations in a globalized world.
Graduates from the one-year full-time MBA program assume leading and challenging positions in the private or public sector, and many have successfully started their own entrepreneurial venture.
World HR Board is the educational wing of Middle Earth HR, the world's seventh largest HR training company. WHRB has evolved to become a global executive educational body offering scholarships to highly competent HR professional across the globe WHRB offers “Fellowship” and “Licentiate” programs for HR professionals, empowering them to excel in their line of career. The scholarships are awarded solely based on merit.
HR professionals who excel in the selection process are awarded Merit based scholarships of up to 70% - 75%.
• Licentiate HRG program covers 4 modules i.e.,(CPCD,CRA,CHAMP & CCBM) and actual cost for doing this program is 5,500USD as it is scholarship program you will get the scholarship based on your performance in the interview.
• Fellowship program covers 6 modules i.e.,(CPCD,CODD,CHAMP,CODA,CPTP & CCBM) and actual cost for doing this program is 8000USD as it is scholarship program you will get the scholarship based on your performance in the interview
.
Selection process for these programs is conducted by senior HR panel members at three stages before the final merit declaration:
• Analysis of the work profile which means you have fill the application form or you can send your updated resume to us.
• Psychometric analysis where you have take online Psychometric Test.
• Personal telephonic interview where interviewer will focus on your works experience
The MaastrichtMBA is a joint initiative of Maastricht School of Management (MSM) and Maastricht University School of Business and Economics. This internationally accredited MBA programme
combines evidence-based management education with
business relevance and networking in a learning setting
that is diverse, multicultural, challenging, and engaging.
Maastricht, a truly cosmopolitan city in the heart of
Europe, has been a world city, connected to world trade
and the epoch-making events of history for over 20
centuries. Named after the bridge (trade route) built by
the Romans 2,000 years ago across the river Meuse, and
known as the birthplace of the modern European single
currency, Maastricht is a forward-looking ‘UniverCity’.
It forms the perfect setting for a unique MBA experience.
The MaastrichtMBA is fl exibly available both
for full-time and part-time participants in
two complementary programme formats.
The one-year full-time residential format of the
MaastrichtMBA programme will prepare you to be
ahead of the curve in understanding and anticipating
how the societal context within which organisations
function will determine their success or failure. The
economic rise of emerging and developing economies
and their demographics, the threats and opportunities
of climate change, corporate social responsibility, and
the role of business in social inclusiveness are examples
of these societal contexts. The residential format of
the MaastrichtMBA thus offers you the opportunity to
develop a deeper understanding of these
environments and trends and their relationship with
the advanced economies.
The part-time executive format of the MaastrichtMBA
is concerned with responsible leadership, and will
encourage you to develop your personal skills as
managers and coaches. This involves a focus on the
development of the individual leader as well as an
analysis of the impact of managerial decisions on
organisations and society. The modular design of the
part-time executive format of the MaastrichtMBA will
enable you to perfectly combine your study with your
professional responsibilities.
BROADEN YOUR MIND AND
EXPAND YOUR NETWORK
To create opportunities for broader learning and
networking, the MaastrichtMBA also consists of
workshops in which participants in both the full-time
residential and the part-time executive formats
collaborate. These workshops focus on corporate
social responsibility (CSR), leadership, ethics, the
market and the state, innovation and change
management. When discussing these topics you will
incorporate your individual cultural and experiential
background, thereby enhancing your understanding
of the challenges and opportunities of the global
business landscape.
The document summarizes the first 5 years of the Akilah Institute for Women, a college in Rwanda and Burundi that provides market-relevant education. It has experienced tremendous growth, including opening a campus in Burundi in 2014. The Institute aims to empower women graduates for careers and leadership through its unique model of active and tech-integrated learning, English immersion, leadership development, community service, and career preparation. In its first 5 years, over 95 alumnae have been placed in jobs with 90% earning 5 times the average national income.
The document discusses the author's strategy as the MCVP Alumni Development of AIESEC Romania. The strategy has three main focuses: 1) Developing the H4TF Program to help members understand and leverage their AIESEC experience, 2) Engaging alumni through communication, reconnection, and involvement to show the ongoing relevance of AIESEC, and 3) Creating revenue-generating alumni products and implementing them to generate funding for the organization and achieve its goals. The overall aim is to fully utilize the Alumni Development area's potential to drive results that help AIESEC Romania achieve its mid-term ambition.
General questions mcvp corporate developmentBogdanManeaM
The document discusses the applicant's motivation for applying to the MC of AIESEC Romania in 2013-2014. They feel a strong inner passion and drive to influence the future in a positive way. They see potential for AIESEC Romania to have more impact by increasing programs like GIP to 20-30 per LC. This growth would be driven by empowering LCs through tools and direction from the MC, starting with interested LCs and showcasing successes. The applicant believes AIESEC Romania can play a vital role by addressing problems not solved by other institutions and empowering youth.
AIESEC Romania has made progress toward its 2015 goals but still has work to do. Key achievements from 2010 include providing over 4,000 exchanges. However, Romania only achieved 3.92% of the European market share for exchanges. To be more relevant, AIESEC Romania must deliver high quality projects, develop strong leaders, cooperate with other organizations, and ensure internships have real value. By 2015, AIESEC Romania aims to provide over 6,000 exchanges and rank 13th for exchanges in Europe. To achieve this, it must close a gap of over 2,000 exchanges across four programs by 2014.
[AIESEC SYSU]Globally Competitive Star Leader Award App from MarcMarc_LIU
1) Marc Lau is applying for the Global Competitive Star Leader Award as the current leader of AIESEC SYSU. In 2014, he helped form a 9 person team to create a blueprint for the entity and lead them through challenges and successes.
2) Under his leadership, AIESEC SYSU saw a 25.5% increase in their ELD program numbers compared to 2013. He ensured leadership stability with a 100% EB retention rate.
3) Marc launched new talent development programs including training, evaluations, and increased funding for international experiences. He also oversaw new impact projects and external partnerships.
The document is an application by Alexandru Daniel Popa for a leadership position in AIESEC Romania for 2013-2014. Some key points:
- He wants to help AIESEC Romania grow and become more relevant in society by focusing on quality internships and experiences.
- AIESEC Romania needs to provide leadership based on action, leading by example to inspire youth.
- To increase impact, AIESEC Romania should focus on delivering high quality programs and partnerships that meet stakeholders' needs.
- Goals for 2013-2014 include strengthening the exchange culture, improving quality, increasing cooperation with external partners, and delivering on promises to regain trust and visibility.
The document discusses AIESEC Romania's goals and strategies from 2010-2015. It addresses questions about leadership, SWOT analysis, key achievements and goals.
Some key points discussed are increasing quality over quantity, focusing on engaging more youth, driving collaboration with partners, and having a greater positive social impact. Achievements included shifting mindsets to focus more on exchange outcomes. Goals for 2013-2014 include national preparation plans, transition plans, creating projects relevant to student needs, and goal setting to motivate members.
[AIESEC SYSU]LC Challenge Accepted Award AppMarc_LIU
1. In 2014, AIESEC SYSU faced challenges with slowing growth and issues in talent development and brand recognition. They launched new initiatives focused on talent development and external relevance.
2. Key programs showed impressive growth, such as the oGIP program increasing matches by 73% and realizes by 44%. New talent development programs were also introduced, including an evaluation system, learning system, and increased investment in international opportunities.
3. External relations were restarted, resulting in new sponsorships, learning partnerships, and CSR projects. Impact projects including a cross-strait youth forum and potential business school partnership were also discussed.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires applicants to submit items including an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the applicant's motivation and vision. The specific questionnaires vary by position and ask about the applicant's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
The document discusses the author's strategy for improving AIESEC Romania. The strategy focuses on two key areas: 1) Ensuring the organization's financial sustainability by generating more revenue from external stakeholders and creating products that meet market needs. 2) Empowering local committees to become self-managed and able to obtain their own resources, while also improving collaboration across the organization. The goal is to help AIESEC Romania grow beyond its current limitations and have a greater positive impact on young people in Romania and worldwide.
The document discusses the author's strategy for improving AIESEC Romania. The strategy focuses on two key areas: 1) Ensuring the organization's financial sustainability by generating more revenue from external stakeholders and creating products that meet market needs. 2) Empowering local committees to become self-managed and able to obtain their own resources through collaboration within the network. The goal is to build an organization capable of continual growth that supports its members' development and receives proper recognition.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires candidates to submit items like an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the candidate's motivation and vision. The specific questionnaires vary by position and ask about the candidate's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
This document provides an overview of AIESEC's strategy towards 2015, known as AIESEC 2015. It introduces key concepts like the AIESEC Way, BHAG, Golden Circles model, and explains how the strategy and programs are linked. The document outlines the phases of the AIESEC Experience - Engagement, Experiential Leadership Development, and Life-Long Connection. It provides details on improved programs like Team Member, Team Leader, Global Internship, and Global Community Development. It includes a timeline, frequently asked questions, and references materials used in developing AIESEC 2015.
This applicant wants to continue their work on the Global Citizen program as VP Outgoing GCDP for AIESEC Romania in 2013-2014. They discuss segmenting the Global Citizen program into management, culture, and world issues. The applicant also wants to focus on educating VPs, improving exchange culture, and enhancing recruitment quality since these were bottlenecks that prevented achieving GCDP objectives in the previous term. The applicant is confident AIESEC Romania can achieve its goals but it's time to start taking action instead of just talking.
This document provides guidance for applicants to the Member Committee (MC) team of AIESEC Romania for 2012-2013. It outlines a creative application process involving seven components: an executive summary, biography, CV, endorsements, general and specific questionnaires, and a blank paper challenge. The MC team will consist of 9-10 positions, including the President and several Vice President roles open to international applicants. The application deadline is January 3, 2012 and the selection process will take place at a conference from January 12-15, involving presentations, interviews, and voting.
AIESEC is a global non-profit organization run by students that aims to develop young leaders and make a positive social impact. It provides international internships and leadership opportunities to enable students to discover their potential and develop skills like social responsibility, entrepreneurship, and emotional intelligence. AIESEC's goal is to engage and develop leadership in every young person worldwide by offering experiential leadership development programs that provide international and cultural experiences through its global network.
AIESEC Romania has achieved some key goals in 2010-2012 related to being a global youth voice, first choice partner, and creating positive impact. Goals for 2013-2015 should focus on continued growth, strengthening partnerships, financial sustainability, and increasing positive societal impact. The organization has potential for further recognition and impact by educating members, improving products to meet market needs, and obtaining results from core programs like GIP to become self-sufficient. Overall success will require united efforts from the MC team and LCs to realize AIESEC's mission and vision.
Best B School in Greater Noida E brochureglbimrnoida
This document provides information about the GL Bajaj Group of Institutions and GL Bajaj Institute of Management and Research (GLBIMR). It discusses the vision and establishment of the group with 9 campuses located in NCR and Mathura offering education in various fields. It then focuses on GLBIMR which was established in 2007 and offers a 2-year PGDM program approved by AICTE. It provides details about the vice chairman and director general who have been instrumental in the growth and success of the group and institute respectively through their vision and leadership.
Meet the MaastrichtMBA class of 2015. LEARN, GROW AND NETWORK
IN THE HEART OF EUROPE
The MaastrichtMBA is a joint initiative of
Maastricht School of Management (MSM)
and Maastricht University School of Business
and Economics (SBE).
The MaastrichtMBA is fl exibly available both for
full-time and part-time participants. The full-time,
residential format of the MaastrichtMBA has been
developed for managers and entrepreneurs with at
least three years of postgraduate work experience, who
have a passion for the challenges of managing and
leading organizations in a multicultural, global context.
The program combines the latest management thinking
with practice and applied research, with an emphasis
on leading and managing in multicultural settings.
The program is ranked #2 in the Netherlands according
to Eduniversal’s Best Masters ranking, internationally
accredited by NVAO, ACBSP, IACBE and AMBA, and
draws on MSM’s 60-year experience in management and
business education. It was one of the three nominees for
the Nuffi c Orange Carpet Award in 2014, in recognition
for its contribution to the internationalization of higher
education in the Netherlands. And MSM won the 3rd prize
in the prestigious MBA Innovation Award competition
organized by the Association of MBA’s (AMBA).
Graduates from the program have assumed leading
and challenging positions in the private and public
sectors, and have successfully started their own
entrepreneurial ventures.
DEVELOPING GLOBAL
LEADERSHIP SKILLS
Global and multicultural leadership skills are vital assets
for today’s managers. Joining the MaastrichtMBA class
will challenge participants to develop their management
skills in a diverse, international and multicultural
environment. The more than two dozen nationalities
represented in a typical class of the full-time, residential
format of the MaastrichtMBA create a stimulating
learning environment inside and outside the classroom.
This will help participants develop their global and
multicultural leadership skills and expand their global
network. Maastricht’s proximity to other major European
countries and MSM’s global network of partner
institutions, including partnership of the Global Business
School Network (GBSN), only add to our attractiveness
as an international management school.
RESPONSIBLE MANAGEMENT
MSM subscribes to high ethical standards in business
and strongly promotes corporate social responsibility
(CSR) and sustainable development. We subscribe to
the Principles for Responsible Management Education
(PRME). With CSR and business ethics constituting an
integral part of the MBA curriculum, participants will be
trained to become a responsible and effective manager.
STONG LINKS TO BUSINESS
COMMUNITY
Pursuing an MBA degree is not only about management
thinking and case studies. Our strong links to the business
community will give participants exposure to the best
companies and organizations in
The one-year full-time MBA program offered at Maastricht School of Management combines the latest knowledge in management theory with practice and applied research, with an emphasis on leadership and management in multicultural settings.
The program is designed for managers and entrepreneurs with at least three years of postgraduate work experience, who have a passion for the challenges faced by organisations in a globalized world.
Graduates from the one-year full-time MBA program assume leading and challenging positions in the private or public sector, and many have successfully started their own entrepreneurial venture.
World HR Board is the educational wing of Middle Earth HR, the world's seventh largest HR training company. WHRB has evolved to become a global executive educational body offering scholarships to highly competent HR professional across the globe WHRB offers “Fellowship” and “Licentiate” programs for HR professionals, empowering them to excel in their line of career. The scholarships are awarded solely based on merit.
HR professionals who excel in the selection process are awarded Merit based scholarships of up to 70% - 75%.
• Licentiate HRG program covers 4 modules i.e.,(CPCD,CRA,CHAMP & CCBM) and actual cost for doing this program is 5,500USD as it is scholarship program you will get the scholarship based on your performance in the interview.
• Fellowship program covers 6 modules i.e.,(CPCD,CODD,CHAMP,CODA,CPTP & CCBM) and actual cost for doing this program is 8000USD as it is scholarship program you will get the scholarship based on your performance in the interview
.
Selection process for these programs is conducted by senior HR panel members at three stages before the final merit declaration:
• Analysis of the work profile which means you have fill the application form or you can send your updated resume to us.
• Psychometric analysis where you have take online Psychometric Test.
• Personal telephonic interview where interviewer will focus on your works experience
The MaastrichtMBA is a joint initiative of Maastricht School of Management (MSM) and Maastricht University School of Business and Economics. This internationally accredited MBA programme
combines evidence-based management education with
business relevance and networking in a learning setting
that is diverse, multicultural, challenging, and engaging.
Maastricht, a truly cosmopolitan city in the heart of
Europe, has been a world city, connected to world trade
and the epoch-making events of history for over 20
centuries. Named after the bridge (trade route) built by
the Romans 2,000 years ago across the river Meuse, and
known as the birthplace of the modern European single
currency, Maastricht is a forward-looking ‘UniverCity’.
It forms the perfect setting for a unique MBA experience.
The MaastrichtMBA is fl exibly available both
for full-time and part-time participants in
two complementary programme formats.
The one-year full-time residential format of the
MaastrichtMBA programme will prepare you to be
ahead of the curve in understanding and anticipating
how the societal context within which organisations
function will determine their success or failure. The
economic rise of emerging and developing economies
and their demographics, the threats and opportunities
of climate change, corporate social responsibility, and
the role of business in social inclusiveness are examples
of these societal contexts. The residential format of
the MaastrichtMBA thus offers you the opportunity to
develop a deeper understanding of these
environments and trends and their relationship with
the advanced economies.
The part-time executive format of the MaastrichtMBA
is concerned with responsible leadership, and will
encourage you to develop your personal skills as
managers and coaches. This involves a focus on the
development of the individual leader as well as an
analysis of the impact of managerial decisions on
organisations and society. The modular design of the
part-time executive format of the MaastrichtMBA will
enable you to perfectly combine your study with your
professional responsibilities.
BROADEN YOUR MIND AND
EXPAND YOUR NETWORK
To create opportunities for broader learning and
networking, the MaastrichtMBA also consists of
workshops in which participants in both the full-time
residential and the part-time executive formats
collaborate. These workshops focus on corporate
social responsibility (CSR), leadership, ethics, the
market and the state, innovation and change
management. When discussing these topics you will
incorporate your individual cultural and experiential
background, thereby enhancing your understanding
of the challenges and opportunities of the global
business landscape.
The document summarizes the first 5 years of the Akilah Institute for Women, a college in Rwanda and Burundi that provides market-relevant education. It has experienced tremendous growth, including opening a campus in Burundi in 2014. The Institute aims to empower women graduates for careers and leadership through its unique model of active and tech-integrated learning, English immersion, leadership development, community service, and career preparation. In its first 5 years, over 95 alumnae have been placed in jobs with 90% earning 5 times the average national income.
The document discusses the author's strategy as the MCVP Alumni Development of AIESEC Romania. The strategy has three main focuses: 1) Developing the H4TF Program to help members understand and leverage their AIESEC experience, 2) Engaging alumni through communication, reconnection, and involvement to show the ongoing relevance of AIESEC, and 3) Creating revenue-generating alumni products and implementing them to generate funding for the organization and achieve its goals. The overall aim is to fully utilize the Alumni Development area's potential to drive results that help AIESEC Romania achieve its mid-term ambition.
General questions mcvp corporate developmentBogdanManeaM
The document discusses the applicant's motivation for applying to the MC of AIESEC Romania in 2013-2014. They feel a strong inner passion and drive to influence the future in a positive way. They see potential for AIESEC Romania to have more impact by increasing programs like GIP to 20-30 per LC. This growth would be driven by empowering LCs through tools and direction from the MC, starting with interested LCs and showcasing successes. The applicant believes AIESEC Romania can play a vital role by addressing problems not solved by other institutions and empowering youth.
AIESEC Romania has made progress toward its 2015 goals but still has work to do. Key achievements from 2010 include providing over 4,000 exchanges. However, Romania only achieved 3.92% of the European market share for exchanges. To be more relevant, AIESEC Romania must deliver high quality projects, develop strong leaders, cooperate with other organizations, and ensure internships have real value. By 2015, AIESEC Romania aims to provide over 6,000 exchanges and rank 13th for exchanges in Europe. To achieve this, it must close a gap of over 2,000 exchanges across four programs by 2014.
[AIESEC SYSU]Globally Competitive Star Leader Award App from MarcMarc_LIU
1) Marc Lau is applying for the Global Competitive Star Leader Award as the current leader of AIESEC SYSU. In 2014, he helped form a 9 person team to create a blueprint for the entity and lead them through challenges and successes.
2) Under his leadership, AIESEC SYSU saw a 25.5% increase in their ELD program numbers compared to 2013. He ensured leadership stability with a 100% EB retention rate.
3) Marc launched new talent development programs including training, evaluations, and increased funding for international experiences. He also oversaw new impact projects and external partnerships.
The document is an application by Alexandru Daniel Popa for a leadership position in AIESEC Romania for 2013-2014. Some key points:
- He wants to help AIESEC Romania grow and become more relevant in society by focusing on quality internships and experiences.
- AIESEC Romania needs to provide leadership based on action, leading by example to inspire youth.
- To increase impact, AIESEC Romania should focus on delivering high quality programs and partnerships that meet stakeholders' needs.
- Goals for 2013-2014 include strengthening the exchange culture, improving quality, increasing cooperation with external partners, and delivering on promises to regain trust and visibility.
The document discusses AIESEC Romania's goals and strategies from 2010-2015. It addresses questions about leadership, SWOT analysis, key achievements and goals.
Some key points discussed are increasing quality over quantity, focusing on engaging more youth, driving collaboration with partners, and having a greater positive social impact. Achievements included shifting mindsets to focus more on exchange outcomes. Goals for 2013-2014 include national preparation plans, transition plans, creating projects relevant to student needs, and goal setting to motivate members.
[AIESEC SYSU]LC Challenge Accepted Award AppMarc_LIU
1. In 2014, AIESEC SYSU faced challenges with slowing growth and issues in talent development and brand recognition. They launched new initiatives focused on talent development and external relevance.
2. Key programs showed impressive growth, such as the oGIP program increasing matches by 73% and realizes by 44%. New talent development programs were also introduced, including an evaluation system, learning system, and increased investment in international opportunities.
3. External relations were restarted, resulting in new sponsorships, learning partnerships, and CSR projects. Impact projects including a cross-strait youth forum and potential business school partnership were also discussed.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires applicants to submit items including an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the applicant's motivation and vision. The specific questionnaires vary by position and ask about the applicant's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
The document discusses the author's strategy for improving AIESEC Romania. The strategy focuses on two key areas: 1) Ensuring the organization's financial sustainability by generating more revenue from external stakeholders and creating products that meet market needs. 2) Empowering local committees to become self-managed and able to obtain their own resources, while also improving collaboration across the organization. The goal is to help AIESEC Romania grow beyond its current limitations and have a greater positive impact on young people in Romania and worldwide.
The document discusses the author's strategy for improving AIESEC Romania. The strategy focuses on two key areas: 1) Ensuring the organization's financial sustainability by generating more revenue from external stakeholders and creating products that meet market needs. 2) Empowering local committees to become self-managed and able to obtain their own resources through collaboration within the network. The goal is to build an organization capable of continual growth that supports its members' development and receives proper recognition.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires candidates to submit items like an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the candidate's motivation and vision. The specific questionnaires vary by position and ask about the candidate's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
This document provides an overview of AIESEC's strategy towards 2015, known as AIESEC 2015. It introduces key concepts like the AIESEC Way, BHAG, Golden Circles model, and explains how the strategy and programs are linked. The document outlines the phases of the AIESEC Experience - Engagement, Experiential Leadership Development, and Life-Long Connection. It provides details on improved programs like Team Member, Team Leader, Global Internship, and Global Community Development. It includes a timeline, frequently asked questions, and references materials used in developing AIESEC 2015.
This applicant wants to continue their work on the Global Citizen program as VP Outgoing GCDP for AIESEC Romania in 2013-2014. They discuss segmenting the Global Citizen program into management, culture, and world issues. The applicant also wants to focus on educating VPs, improving exchange culture, and enhancing recruitment quality since these were bottlenecks that prevented achieving GCDP objectives in the previous term. The applicant is confident AIESEC Romania can achieve its goals but it's time to start taking action instead of just talking.
This document provides guidance for applicants to the Member Committee (MC) team of AIESEC Romania for 2012-2013. It outlines a creative application process involving seven components: an executive summary, biography, CV, endorsements, general and specific questionnaires, and a blank paper challenge. The MC team will consist of 9-10 positions, including the President and several Vice President roles open to international applicants. The application deadline is January 3, 2012 and the selection process will take place at a conference from January 12-15, involving presentations, interviews, and voting.
AIESEC is a global non-profit organization run by students that aims to develop young leaders and make a positive social impact. It provides international internships and leadership opportunities to enable students to discover their potential and develop skills like social responsibility, entrepreneurship, and emotional intelligence. AIESEC's goal is to engage and develop leadership in every young person worldwide by offering experiential leadership development programs that provide international and cultural experiences through its global network.
AIESEC Romania has achieved some key goals in 2010-2012 related to being a global youth voice, first choice partner, and creating positive impact. Goals for 2013-2015 should focus on continued growth, strengthening partnerships, financial sustainability, and increasing positive societal impact. The organization has potential for further recognition and impact by educating members, improving products to meet market needs, and obtaining results from core programs like GIP to become self-sufficient. Overall success will require united efforts from the MC team and LCs to realize AIESEC's mission and vision.
The document provides an application booklet for various positions within AIESEC Romania's Management Committee (MC). It includes general questions and specific questions for different MC positions. Some key details:
- The general questions section asks about the applicant's motivations, a strategic plan for AIESEC Romania, strategies to increase program performance, and competitive advantages.
- The specific questions sections include questions tailored for positions like President, VP of Talent Development, VP of Finance, VP of Corporate Development, and others.
- Questions assess applicants' strategic visions, plans to achieve goals, management strategies, and ideas to address challenges in their respective areas.
- Responses are meant to demonstrate the applicant's leadership abilities
This document provides an analysis of AIESEC in Portugal for organizational planning in 2015. It includes an external analysis using PESTL and Porter's Five Forces models to evaluate the attractiveness of different markets. An internal analysis assesses the organization's mission, objectives, strategies, tactics, resources, and reputation. Key findings include the strengths and weaknesses of different program areas, HR details on members and leadership, and knowledge levels across topics. The document aims to inform AIESEC Portugal's strategic planning for the coming years.
SDP iGCDP Indonesia#1 Why of iGCDP, SDP introductionAnastasiia Isakii
This document discusses the Sales Development Program (SDP) run by AIESEC Indonesia. It aims to develop leadership skills in young people through an experiential sales training program. The SDP provides knowledge, skills, and attitude development for participants. It uses a structured approach including sales tracking, education webinars, competitions and reviews to improve performance. The goal is for participants to become resilient, goal-oriented, risk-taking, humble and curious sales leaders who can help AIESEC achieve its goals of developing youth leadership worldwide.
National strategic plan AIESEC Romania 12 - 13alexnegurici
This document outlines AIESEC Romania's national strategic plan for 2012-2013. It includes the mission statement, measures of success, national drivers and key performance indicators, national initiatives supporting each driver, the national education conference cycle, complementary education activities, business intelligence models, local committee visits, and national rewards and recognition. It also lists the main services provided by the national management committee to the overall organization and local committees.
Similar to 5. General Questionnaire Cosmin Sandu (20)
1. General Questionnaire
I see this year, as being part of the 13/14 MC
1. What is team of AIESEC Romania, as a year of personal and
your inner professional discipline. I see it as a year where I will
motivation use all my passion and experience in order to develop
to apply in a stronger network for the MC and for the country as “You do not merely want to
well, by sharing all my lessons, that I’ve had as Sales be considered the best of the
the MC of best. You want to be
AIESEC member, Vice President External Relations and
considered the only one that
Romania President of AIESEC Craiova. does what you do.”
In all my AIESEC experience I was inspired by Jerry Garcia
2013-2014?
Poto to create external relations for my organization;
now I’m inspired by my experience and results, which
will make me able to create a powerful network for
AIESEC in Romania.
Ethical, authentic, collaborative, globally minded.
What AIESEC is adding to all these characteristics is a I would like to ask another question:
2. What is the
?
strong sense of purpose in people. Romania still has AIESEC can take people and
leadership people who own these characteristics but what is make them better leaders
that the World missing is their sense of purpose in or for Romania, or
& Romania is purpose that they find in other countries. and finally AIESEC can take leaders and
expecting leave. make them better people
from AIESEC? What our members should realize is that on our
shoulders stands more than a position of OCP, VP, LCP,
it is a responsibility.
3. Having in mind a SWOT analysis for AIESEC in Romania, what’s the role of AIESEC in
Romania? Based on that, how can AIESEC in Romania be more relevant?
• Strong membership • Weak iGIP culture
• Strong iGCDP culture • Decrease in GIP (in & out) realizations in the last 3
• Strong brand for oGIP EPs terms
• Project based structure • Lack of marketing knowledge and implementation
• New Financial model • 5 out of 14 LCs are bringing 60% of the country
• Planning process (MCP+LCP team) results
• 4 LCs without membership criteria
• Weak or no relationship with our universities
• Inefficient educational • 77% of romanian students
system (not covering would go to work abroad
students needs) • Low highschool graduation
• ERASMUS funds cut rate – 43%
• 2013: European Year of • Weak opposition parties in
Citizens (1.000.000 €) the Parliament
2. My personal feeling is that Romania, as a country, still needs to be “colonized”, still needs
to learn from others how to see the positive things in here, we still need to learn how to fulfill
our potential (it is a statement well known: “Romania is a country with loads of potential!”), we
still need to learn how to appreciate our values, our top talents and stop “sending” them to live
their life and give their best for other countries than Romania. That’s why looking at the short
SWOT analysis, correlating each of the underlined points, we can draw the conclusion that our
main product (iGCDP) can lead us to growth and change in our educational systems (our
projects cover the needs of students). Furthermore, another turning point can be in iGIP, where
potential growth can benefit from the impact brought by our mature iGCDP.
Moreover, impact can be brought by increasing our oGCDP culture, by having
internationals to share life-changing experiences that they have in Romania. AIESEC as an
organization itself is relevant through its purpose and programs and this is how I see growth in
our programs, by growing more and more in iGCDP in all the LCs.
4. AIESEC Romania is halfway towards our 2015 midterm ambition. Evaluate our key
achievements from 2010 and key things that should happen in the next 3 years.
In the first two years, AIESEC Romania’s approach towards the 2015 midterm ambition was
directed towards creating a proper mindset and educating the country towards the meaning and
strategic direction of 2015 and downscaling it into more specific objectives and activities. This
was done by downscaling information and strategies from IC, developing frameworks of creation
and implementation for projects and structures (in the term 2011-2012), creating a GCDP/GIP
driven mindset and creating specific products that contribute to the 2015 ambition (in the term
2012-2013). We can draw the conclusion that the past two terms have been terms of
consolidation, meaning that AIESEC Romania has the guidelines and the tools that are needed in
order to perform. What we need to focus on in the next three years is simply doing the things.
The key thing that should happen is: action. This can be translated in terms of tracking the
activities of the country and making sure the planning is followed, starting to use the tools,
frameworks and guidelines created in the past two terms instead of creating new ones and
pushing the mindset of action through each activity that we have: national conferences,
education cycle, LC visits, personal example of the MC team and so on.
5. What will be the changes that will increase the volume of AIESEC in Romania ELD
realizations for 2013-2014 term (have in mind the connection between our products and
external environment)?
GCDPi – being a product in maturity, there aren’t a lot of changes to be made to this programme,
as it is running itself. In order to grow even more in realizations, what the MC can do is provide
more flexibility (in terms of specific timeline, partnerships, implementation) regarding GCDPi
projects, especially in terms of national initiatives, by providing a general framework that each LC
can customize accordingly, thus allowing them to match easier and deliver more experiences.
3. GIPi
• Scaling GIPi projects and initiatives at national level (idea of project, general framework and
implementation guidelines).
• Reshaping GCDPi projects to fit the corporate market (especially on Education for students or
NGOs) and generate GIP (example: Teaching Romanian Youth).
GCDPo
• Focus on redeveloping regional or national ICPSs for EPs (well prepared EPs with the right
expectations)
• Continuing recruitment on specific opportunities
GIPo
• Focus on redeveloping regional or national ICPSs for EPs (well prepared EPs with the right
expectations)
• Continuing recruitment on specific sub-products.
• Shifting corporate products to generate exchange.
TMP
• Creation of project and initiative teams for all exchange products (TMP generator).
• Profile-based recruitments (increase in retention rate and TMP pool).
TLP
• Involving potential TLPs in project development (increasing knowledge and leadership pipeline).
• Local Leadership Development Seminars.
• Middle management preparation for TMPs (potential TLP candidates).
• Downscaling LEAD to TLP in national conferences.
6. What will AIESEC in Romania remember about 2013-2014 term? Describe which will be
the key milestones you commit to strive for during next term.
AIESEC in Romania should see the 2013-2014 term as one of action, one in which the MC
team and the entire country are leveraging on the previous terms, implementing the strategies
and activities developed by the last two MC teams. The trend is that each new MC tries to
establish a new basis of processes that needs to be continued by the next generations, but the
bottleneck is the fact that we are continuously reinventing the processes, without giving them
time to be implemented and consolidated properly.
In my vision, this new MC term should be about continuity, about acting upon strategies,
instead of developing new ones.
More specifically, what we need to do is to look at the Experiential Leadership
Development phase and analyze the products according to life cycle. Analyzing the past four
terms, AIESEC in Romania has one programme in maturity (GCDPi), one programme in growth
(GCDPo) and two programs in decrease (GIPo and GIPi). According to this analysis, there are
two programmes with potential to grow: GCDPo (already in growth phase) and GIPi (which even
though is in decrease can be developed by customizing GCDPi). Summing up, the milestones
for 2013-2014 term be: growth on GCDPo and GIPi.
4. 7. In 2014, AIESEC in Romania is the winner of the Global Excellence UBS award.
Explain why.
Starting with the term 2011-2012, AIESEC in Romania developed a lot in terms of
frameworks and processes and has focused on developing products according to the AIESEC
Experience. Adding another MC term, focusing on implementation and generating results
based on the previous strategies and the quality of our processes, will make the country
perform on all the AIESEC programmes, thus being a strong candidate for the UBS award.