AIESEC was founded in 1948 to promote international exchange between student organizations. In the 1940s-1960s, exchanges grew significantly and the organization established an international secretariat. The 1970s saw over 100 traineeships realized annually in Sweden. In the 1980s, AIESEC focused on theme programs and exchanges while giving more freedom to local committees. Membership declined in the 1990s as focus shifted away from exchanges. In the 2000s, AIESEC introduced the AIESEC Experience to increase exchanges and member development. Swedish local committees fluctuated during this period, with some opening, closing, or merging due to lack of results or members.
A brief presentation explaning about AIESEC Way & History. AIESEC is the world's largest youth-run organization that provides a platform for young people to develop their leadership potential.
This presentation is brought in Yogyakarta Youth Conference 1.0 held by AIESEC UGM at Kaliurang, September 27-29th 2014
Copyright 2013
A brief presentation explaning about AIESEC Way & History. AIESEC is the world's largest youth-run organization that provides a platform for young people to develop their leadership potential.
This presentation is brought in Yogyakarta Youth Conference 1.0 held by AIESEC UGM at Kaliurang, September 27-29th 2014
Copyright 2013
The Universal Peace Federation upholds the essential value and central role of women in peacebuilding and human development.
UPF affirms the need for women to serve in leadership positions throughout the world in all sectors of society.
UPF recognizes the equal value of men and women. Their absolute value derives from a common origin, God. God is the origin of both men and women, and all of God’s creation manifests complementary masculine and feminine aspects.
Men and women are extensions and manifestations of God’s harmonious masculinity and femininity. The complementary relationship between men and women expresses the wholeness of human experience. Thus, there should be no gender discrimination but rather harmony of the sexes through love.
Throughout history, women have taken the leading role in cultivating families as the dwelling places of peace, love, and health in shaping the individual character of children, and in fostering harmonious social relationships. In the family, both father and mother are equally entitled to reverence and honor. The path toward establishing global peace begins with strengthening families.
The ideal of peace is at the core of all religions. Through dialogue and mutual understanding, there can be peace among religions, and peace among religions is a necessary prerequisite for world peace. Women can and should play a central role in promoting interfaith understanding and cooperation.
UPF emphasizes the essential importance of women in addressing issues of peace and development in all sectors, including politics, business, culture, and religion. Women must be encouraged and empowered to assume leadership roles in the resolution of conflict, peacebuilding, and sustainable development.
UPF supports the achievement of the United Nations' Millennium Development Goals, which include improved status, education, health, and physical well-being of women. Six of these eight goals are related to women; therefore, by uplifting the condition of women, the Millennium Development Goals will be advanced.
An overview of the work of the Universal Peace Federation in 2013 including programs promoting interfaith understanding and cooperation, peace and security, marriage and family, and humanitarian service,
On local, national, and global levels, interreligious councils provide a platform for people of diverse faiths to contribute their wisdom and work effectively for peace alongside representatives of government, business, and civil society.
UPF acknowledges the need for careful and measurable use of enforcement such as political, military, and civil power to sustain lasting peace. At the same time we strongly emphasize the pursuit of internal solutions that are essential to peacebuilding. UPF has been a leading exponent of “track two” diplomacy, with particular emphasis on the role and responsibility of religious and spiritual leaders to transcend historical self-interest and pursue the ideal of “One family under God.”
UPF is an NGO in Special Consultative Status with the Economic and Social Council of the United Nations. We support and promote the work of the United Nations and the achievement of sustainable development goals.
Marriage, parenting, and the family are the foundations of sustainable human development and the building blocks of society. Educational programs present the personal and social benefits of marriage, promote a marriage-friendly culture, teach relationship skills, and encourage spiritual growth through relationships.
UPF's leadership conferences and seminars focus on the urgent need for new vision and leadership based on core values and universal principles of peacebuilding.
Service-learning programs bring together youth from different cultures and religions in order to promote mutual understanding and respect. Participants serve a community in need, visit religious and historic sites, and learn communication and team-building skills.
ALL THE INFORMATION OF ASEAN HOW IT FORM HOW IT INTERFERE IN MATTER OF WORLD WHAT ARE BENEFITS OF ASEAN AND THEIR DISADVANTAGES AND THEIR FOR CLASS PRESENTATION EASY TO UNDERSTAN
Association of Southeast Asian Nations
Disclaimer:
All of the pictures and pieces of information on this site are the property of their respective owners. I do not hold any copyright in regards to these pictures and information. These pictures have been collected from different public sources including various websites, considered to be in the public domain. If anyone has any objection to display of any picture, image or information, it may be brought to my notice by sending an email (contact me) & the disputed media will be removed immediately, after verification of the claim.
The Universal Peace Federation upholds the essential value and central role of women in peacebuilding and human development.
UPF affirms the need for women to serve in leadership positions throughout the world in all sectors of society.
UPF recognizes the equal value of men and women. Their absolute value derives from a common origin, God. God is the origin of both men and women, and all of God’s creation manifests complementary masculine and feminine aspects.
Men and women are extensions and manifestations of God’s harmonious masculinity and femininity. The complementary relationship between men and women expresses the wholeness of human experience. Thus, there should be no gender discrimination but rather harmony of the sexes through love.
Throughout history, women have taken the leading role in cultivating families as the dwelling places of peace, love, and health in shaping the individual character of children, and in fostering harmonious social relationships. In the family, both father and mother are equally entitled to reverence and honor. The path toward establishing global peace begins with strengthening families.
The ideal of peace is at the core of all religions. Through dialogue and mutual understanding, there can be peace among religions, and peace among religions is a necessary prerequisite for world peace. Women can and should play a central role in promoting interfaith understanding and cooperation.
UPF emphasizes the essential importance of women in addressing issues of peace and development in all sectors, including politics, business, culture, and religion. Women must be encouraged and empowered to assume leadership roles in the resolution of conflict, peacebuilding, and sustainable development.
UPF supports the achievement of the United Nations' Millennium Development Goals, which include improved status, education, health, and physical well-being of women. Six of these eight goals are related to women; therefore, by uplifting the condition of women, the Millennium Development Goals will be advanced.
An overview of the work of the Universal Peace Federation in 2013 including programs promoting interfaith understanding and cooperation, peace and security, marriage and family, and humanitarian service,
On local, national, and global levels, interreligious councils provide a platform for people of diverse faiths to contribute their wisdom and work effectively for peace alongside representatives of government, business, and civil society.
UPF acknowledges the need for careful and measurable use of enforcement such as political, military, and civil power to sustain lasting peace. At the same time we strongly emphasize the pursuit of internal solutions that are essential to peacebuilding. UPF has been a leading exponent of “track two” diplomacy, with particular emphasis on the role and responsibility of religious and spiritual leaders to transcend historical self-interest and pursue the ideal of “One family under God.”
UPF is an NGO in Special Consultative Status with the Economic and Social Council of the United Nations. We support and promote the work of the United Nations and the achievement of sustainable development goals.
Marriage, parenting, and the family are the foundations of sustainable human development and the building blocks of society. Educational programs present the personal and social benefits of marriage, promote a marriage-friendly culture, teach relationship skills, and encourage spiritual growth through relationships.
UPF's leadership conferences and seminars focus on the urgent need for new vision and leadership based on core values and universal principles of peacebuilding.
Service-learning programs bring together youth from different cultures and religions in order to promote mutual understanding and respect. Participants serve a community in need, visit religious and historic sites, and learn communication and team-building skills.
ALL THE INFORMATION OF ASEAN HOW IT FORM HOW IT INTERFERE IN MATTER OF WORLD WHAT ARE BENEFITS OF ASEAN AND THEIR DISADVANTAGES AND THEIR FOR CLASS PRESENTATION EASY TO UNDERSTAN
Association of Southeast Asian Nations
Disclaimer:
All of the pictures and pieces of information on this site are the property of their respective owners. I do not hold any copyright in regards to these pictures and information. These pictures have been collected from different public sources including various websites, considered to be in the public domain. If anyone has any objection to display of any picture, image or information, it may be brought to my notice by sending an email (contact me) & the disputed media will be removed immediately, after verification of the claim.
The word "malware" is a shorthand version of the phrase "malicious software," and it encompasses all types of software created with the intent of causing harm. ... can infect a computer in multiple ways and can have a variety of effects. Viruses have a wide range of effects, from complete destruction of all information ... at the moment there are no viruses that may cause damage to the hardware, ...
U.S. Department of Labor - OFFCP Contracts Compliance Officer Roles and Respo...Alberto Rocha
U.S. Department of Labor - Office of Federal Contracts Compliance Program (OFFCP) Contracts Compliance Officer Roles and Responsibilities for Alberto Rocha
www.linkedin.com/in/albertorocha1
This is a research project conducted by Micah Melling, Central Region Vice President for 2011-2012. This resource provides a comprehensive overview of National DECA.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
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Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. 1940-50’s
1948: AIESEC was founded - Build relations between student
organizations (main tools: exchange through study tours or recreational
trips)
1949 – 1958 - Focus: economics & commerce
Developments in Information Management – Matching happening at
conferences. An internship for an internship process. IStudy tour
exchanges would provide additional ways to experience other
countries.
Late 50s: Growth in exchange, there was a need for post-congress
matching
3. 1960’s
Compendium 1961: AIESEC is an independent non-political,
international student organisation, which has as its purpose, to
establish and promote close and friendly relations between members
without regard to religion or race.
Compendium 1964: AIESEC is an independent non-political, non-
profit, international student organisation, which has as its purpose, to
establish and promote close and friendly relations between members
without discrimination through international educational programmes.
4. 1940-60’s
1949 – 1961: Rotating presiding countries, which usually held the
International Congress. The president of the country would function as
“Presiding Committee President”.
1960: One person elected as General Secretary, who would report to
the NCP of the presiding country (in 60-61 it was the UK) 1961:
Set up of International AIESEC Secretariat in Geneva:
Administrative, financial and consulting role, The Secretary General
had to report to Congress, and no longer to a presiding country (that
rotating system was abolished)
5. 1970’s in Sweden
AIESEC Sweden at this time had above 100 TNs and SNs realised almost every
year. There were 7 LCs, and Uppsala, Karlstad and Linköping were the LCs that
joined this decade. Around 70 members nationally. The organisational
structure was a National Committee consisting of MCP, 1 MCVP and all LCPs.
Then the executive board (Arbetsutskottet) functioned as today’s MC and
consisted of MCP, MCVP + controllers. Quality of traineeships and increase of
external awareness were focus areas for many years. Scandinavian and Nordic
conferences were organised, and global results were around 4.000 exchanges
annually.
7. The 1980’s
AIESEC Way, strategy & focus
What we envision: Peace and fulfilment of humankind’s potential
Our impact: Develop internationally educated management To
contribute to the development of our countries and their people with an
overriding commitment to international understanding and co-operation.
8. The 1980’s
Focus on new expansions.
2 areas of 2 year programmes: Theme Programmes and Exchanges
Exchanges were still the centre of our activities as well as the Global
theme projects. International theme for 80’s included;
• Energy
• Information Age Services:
• Tomorrow’s Economy
• The challenge of global Co-operation
9. The 1980’s
We created: The youth Action guide for sustainable development,
which lead to an increase in our focuses and The Global Theme
Programme:
• Entrepreneurship
• Corporate Responsibility
• New opportunities for global development
10. The 1980’s
A new kind of freedom was given to the members, which lead to an
increase in local activities and included the following:
• Building bridges between management, academic and student
communities
• Promotion of international understanding, goodwill and empathy for
a different management attitude, as most companies in this era had
expanded greatly their middle management and then downsized in
early 80s (causing small drop in exchanges)
11. Sweden in the 1980’s
• 82/83:
• Uppsala arranged a company fair, and Stockholm arranged a 35 year
celebration of AIESEC with 142 international guests.
• 83/84:
Örebro joined!
• 84/85:
Number of members increased, and Luleå and Växjö joined! Many LCs
arranged company fairs
• 86/87:
Almost half of the membership (around 100) went on international
meetings!
• 87/88:
11 LCs. Sundsvall joined this year! (Stockholm, Luleå, Göteborg,
Sundsvall, Umeå, Karlstad, Linköping, Uppsala, Örebro, Växjö, Lund)
12. The 1990’s
AIESEC Way, strategy & focus
AIESEC Way 1989
What we envision: Peace and fulfilment of humankind’s potential Our
impact: To contribute to the development of our countries and their
people with an overriding commitment to international understanding
and co- operation.
The way we do it: Creating opportunities for exposure and interaction
between young people of different cultures and nations Assisting
people in acquiring skills and knowledge through management
education and practical experience. Offering people the opportunity to
interact with their social and economic environment
13. The 1990’s
Throughout the decade there was major discussion in
organization on the area of focus AIESEC should have, as still
there was the choice between indirect/direct impact being made.
Social development activities were the biggest focus, what caused
decrease of focus and interest in exchange & questioning
exchange relevance and loosing one direction and unity inside
organization
14. The 1990’s
1999
What is AIESEC? AIESEC is an international, non-political, non- profit,
student-run, independent, educational foundation. It is comprised of
students and recent graduates of institutions of higher education who are
interested in economics and management. AIESEC does not discriminate
on the basis of race, colours, sex, sexual orientation, creed, Religion,
national or ethnic origin.
What we envision? Peace and Fulfilment of Humankind’s Potential. Our
impact: By developing individuals, we contribute to the development of our
communities with an overriding commitment to international co- operation
and understanding.
The way we do it: AIESEC facilitates international internship exchanges
and supporting activities that provide practical learning experiences for our
trainees and that facilitate the learning of our members and other
stakeholders.
15. Sweden in the 1990’s
• 89/90:
250 members and 11 LCs. 95% of the members change during 2 years.
• 90/91:
300 members, 11 LCs. Örebro – “Best performing LC”, Karlstad
“Upcoming LC”
• 91/92:
13 LCs, 350 members. Jönköping joined, and Stockholm split up in SU and
SSE
• 92/93:
13 LCs, 350 members
• 93/94:
12 LCs, 250 members. Luleå closed.
16. The 00’s
Global organisational focus shifted from Projects to exchange.
Result: A drop in membership, and an increased focus on member
development
18. AIESEC Sweden in the 00’s
• 99/00:
• To overcome the organisational problems and due to the organisational re-design some LCs became key
accounts under other LCs. This happened with Västerås who became a key account of Uppsala, Örebro to
Linköping, and Jönköping to Lund.
• 00/01:
• The active LC were Göteborg, Linköping/Örebro, Lund/Jönköping, SSE, SU and Uppsala. LC Karlstad and LC
Luleå were shut done because of the bad results (none) and lack of members. LC Kalmar and LC Gävle
asked to start new LCs, but no new LCs will be up and running until the LCs in AIESEC Sweden are strong
enough.
• 01/02:
• Around 80-120 members. Good leadership in the LCP team. By the end of the year LC Linköping and LC
Västerås were closed down because of lack of results and very low member base and continuity.
• 02/03:
• Two LCPs re-terming (SU and Umeå). LC Jönköping had a CEEDer from Romania as LCP (Mihai Mazareanu)
and he was the only member in the LC in the beginning of the term. In February the LC was shut down.
Around 60 members in the country.
• 03/04:
• Two LCPs re-terming (Uppsala and Gothenburg). All LCs becoming stronger again, in terms of leadership
and exchanges. Around 70 members. Big increase in members going on international conferences (a total
of 21 members), and also members going on CEED (3 over summer 2004).