The document summarizes the evolution of The AIESEC Way, which is AIESEC's guide for its purpose, vision, and values. It traces the development of The AIESEC Way from its origins after World War 2 to the present day. Key points discussed include AIESEC shifting its focus from skills development to leadership development, updating its statements to better reflect its current approach of engaging and developing every young person in the world, and revising its values and vision statements over the years to unite its global membership.
The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
The document outlines the structure of AIESEC International, an international student organization. It describes that AIESEC International is led by a President and has several Growth Networks overseen by Directors that cover different world regions. At the country level in each member state, a National Committee (MC) manages Local Committees (LC) within universities. The MC is led by a Management Committee President and Vice Presidents who oversee functional areas and support LCs, while each LC focuses on opportunities for members and is led by a Local Committee President and Vice Presidents of key areas.
AIESEC is a global student-run nonprofit that provides leadership opportunities and international internships to young people interested in world issues without discrimination. Through these experiences, AIESEC aims to develop youth potential and leadership to positively impact society. The organization envisions peace and fulfilling human potential.
AIESEC is an international organization with a network structure including AIESEC International, member committees in countries, and local committees. The document discusses the roles of AI (AIESEC International), MC (Member Committee), and LC (Local Committee) and encourages membership in the LC of Plovdiv, Bulgaria to be part of AIESEC's global network in 2010. It directs readers to local representatives for additional information or questions.
AIESEC's culture focuses on togetherness and energy. As a youth-run organization, AIESEC builds energy through togetherness, which is demonstrated through their attitudes and behaviors. This togetherness is what distinguishes AIESEC from other organizations.
The document discusses AIESEC's purpose of achieving "Peace & Fulfillment of Humankind's Potential". It notes that peace means avoiding conflict from cultural/religious differences and living in harmony while respecting others. AIESEC's "How" is developing leadership qualities in experiences to guide future leaders through difficult situations. It questions if a leader who experienced AIESEC would handle protests differently. The "What" is delivering experiences and an inner/outer journey that develops leadership qualities in members and customers. It emphasizes that leadership development must be the focus of every experience for AIESEC to deliver on its mission. It concludes that developing leadership in each person is how AIESEC works to achieve its goal of a more
AIESEC focuses on developing leadership through international exchange experiences by providing "inner and outer journeys" for participants. The inner journey involves self-reflection, mentoring, and practice to help participants become self-aware leaders. The outer journey gives participants hands-on leadership experiences through challenges, risks, and systems designed to empower others and find solutions to world problems.
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
The document outlines the structure of AIESEC International, an international student organization. It describes that AIESEC International is led by a President and has several Growth Networks overseen by Directors that cover different world regions. At the country level in each member state, a National Committee (MC) manages Local Committees (LC) within universities. The MC is led by a Management Committee President and Vice Presidents who oversee functional areas and support LCs, while each LC focuses on opportunities for members and is led by a Local Committee President and Vice Presidents of key areas.
AIESEC is a global student-run nonprofit that provides leadership opportunities and international internships to young people interested in world issues without discrimination. Through these experiences, AIESEC aims to develop youth potential and leadership to positively impact society. The organization envisions peace and fulfilling human potential.
AIESEC is an international organization with a network structure including AIESEC International, member committees in countries, and local committees. The document discusses the roles of AI (AIESEC International), MC (Member Committee), and LC (Local Committee) and encourages membership in the LC of Plovdiv, Bulgaria to be part of AIESEC's global network in 2010. It directs readers to local representatives for additional information or questions.
AIESEC's culture focuses on togetherness and energy. As a youth-run organization, AIESEC builds energy through togetherness, which is demonstrated through their attitudes and behaviors. This togetherness is what distinguishes AIESEC from other organizations.
The document discusses AIESEC's purpose of achieving "Peace & Fulfillment of Humankind's Potential". It notes that peace means avoiding conflict from cultural/religious differences and living in harmony while respecting others. AIESEC's "How" is developing leadership qualities in experiences to guide future leaders through difficult situations. It questions if a leader who experienced AIESEC would handle protests differently. The "What" is delivering experiences and an inner/outer journey that develops leadership qualities in members and customers. It emphasizes that leadership development must be the focus of every experience for AIESEC to deliver on its mission. It concludes that developing leadership in each person is how AIESEC works to achieve its goal of a more
AIESEC focuses on developing leadership through international exchange experiences by providing "inner and outer journeys" for participants. The inner journey involves self-reflection, mentoring, and practice to help participants become self-aware leaders. The outer journey gives participants hands-on leadership experiences through challenges, risks, and systems designed to empower others and find solutions to world problems.
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
This document contains acronyms and abbreviations used by AIESEC, a global student-run organization. There are over 100 acronyms listed with their corresponding meanings, covering areas like programs, roles, processes, metrics, and organizational structures within AIESEC. The acronyms provide shorthand references to key terms and concepts for those involved with the organization.
AIESEC aims to provide young people with an essential inner and outer leadership development journey through exchange programs. This involves developing self-awareness, a sense of responsibility for others, and effective communication skills. The organization focuses on enabling the first steps of a lifelong leadership journey by providing experiences that help participants become aware of their strengths, values, and purpose in serving the world. Both the external activities and internal reflection on personal growth are important aspects of the holistic journey.
This document provides guidance for an information meeting on student exchanges with AIESEC. It begins by acknowledging students' worries like failing exams, unemployment, and dependence on parents. It then presents AIESEC's benefits like expanding one's outlook and network, gaining work experience, and developing skills. Common student questions are addressed. The document stresses defining students' problems and dreams, showing how AIESEC can help, and denying excuses. It provides a checklist for an effective presentation focusing on benefits rather than features while answering questions.
The member committee (MC) serves as the servicing body for AIESEC in Poland. As a servicing body, the MC provides assistance, consultation, direction, and support to local committees. It serves to align AIESEC in Poland with AIESEC International's global direction by downscaling international strategies and priorities. The MC also sets the overall strategic direction for the organization in Poland and ensures alignment across local committees. It manages operations, conferences, legal/finance functions, and represents AIESEC in Poland externally to partners. The MC aims to build a capable team to effectively deliver these various services to local committees.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
AIESEC is a global student-run organization that provides leadership development experiences to young people in over 124 countries. It focuses on providing an international platform for young people to discover and develop their potential to have a positive social impact.
The "Engagement with AIESEC" phase aims to introduce more young people to AIESEC experiences through three types of activities: micro experiences like short-term volunteering; public relations activities to increase organizational reputation; and marketing activities to promote core programs.
For those interested in becoming AIESEC members, there is a two-path process - applying for an international internship within a year or going through a three-month probationary "Engagement with AIESEC"
This document outlines the organizational structure and initiatives for AIESEC India's Global Cultural Development Programme (GCDP) Outgoing Exchange (OGX) department. The vision is to be the best in the AIESEC network for quality of experiences delivered and number 2 for number of experiences delivered. The purpose is to develop entrepreneurial leaders through international experiences. It proposes organizational structures for local committees involving teams for university relations, delivery, exchange support, international relations, and regions. It also details initiatives for raising, product packaging, partnerships, marketing, training, and an information hub.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
The document provides information about AIESEC, the largest youth-led organization in the world that provides leadership development through global internships and experiences. It summarizes AIESEC's operations in Mainland China and outlines several partnership programs companies can engage in, including talent programs to source global interns, branding programs to promote the company to youth, CSR programs to collaborate on social projects, and an ambassador program to develop the company's global presence. Specific initiatives, costs, and expected reach are described for each program type.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
State of National Affairs (SONA) is a process used by organizations to collect, analyze, and present crucial information about their functioning and performance. It involves gathering the most relevant data, thoroughly analyzing it, and communicating clear takeaways, recommendations, trends, and key messages to all stakeholders. SONA provides a review of implementation status, allows organizations to understand differences between goals and reality, and helps adjust strategy. It is considered necessary for tracking individual and team performance, driving the right operational culture, and setting action plans for the future.
This document provides an overview of The AIESEC Way, which describes AIESEC's organizational ideals and approach. It explains that The AIESEC Way answers questions about what AIESEC is, its vision, impact, approach, and values. The document then gives a brief explanation of each component of The AIESEC Way and notes that it is meant to guide AIESEC's global activities. It emphasizes that understanding The AIESEC Way involves considering all parts and being able to link it to daily work.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
Team Standards - Building : Personal Goal SettingAditya Barrela
Personal Goal Setting involves setting individual goals and action plans for team members. It includes clarifying roles and responsibilities, setting personal development goals, and creating an individual action plan. Regular tracking of goals and performance is important through one-on-one meetings and team meetings. The process of personal goal setting helps team members stay focused on their goals and accountable for their performance and development.
How to build lc lc partnerships o-gcdp tier1AIESEC
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
The AIESEC Way document outlines the organization's values and vision for its members. It describes 4 key member values: being self-aware, acting as a world citizen, empowering others, and being solution-oriented. It also lists AIESEC's vision which includes enjoying integrity, striving for excellence sustainably, demonstrating leadership, embracing diversity, and living the values.
AIESEC dreams of addressing the world's needs through collaborative projects, responding quickly to global trends, and empowering innovative members to think creatively and act on new ideas. Their vision includes enabling local chapters to rapidly expand the number of exchanges they facilitate, ensuring everyone can experience AIESEC, and building a movement that engages and develops all young people worldwide through unlimited physical and virtual engagement.
This document contains acronyms and abbreviations used by AIESEC, a global student-run organization. There are over 100 acronyms listed with their corresponding meanings, covering areas like programs, roles, processes, metrics, and organizational structures within AIESEC. The acronyms provide shorthand references to key terms and concepts for those involved with the organization.
AIESEC aims to provide young people with an essential inner and outer leadership development journey through exchange programs. This involves developing self-awareness, a sense of responsibility for others, and effective communication skills. The organization focuses on enabling the first steps of a lifelong leadership journey by providing experiences that help participants become aware of their strengths, values, and purpose in serving the world. Both the external activities and internal reflection on personal growth are important aspects of the holistic journey.
This document provides guidance for an information meeting on student exchanges with AIESEC. It begins by acknowledging students' worries like failing exams, unemployment, and dependence on parents. It then presents AIESEC's benefits like expanding one's outlook and network, gaining work experience, and developing skills. Common student questions are addressed. The document stresses defining students' problems and dreams, showing how AIESEC can help, and denying excuses. It provides a checklist for an effective presentation focusing on benefits rather than features while answering questions.
The member committee (MC) serves as the servicing body for AIESEC in Poland. As a servicing body, the MC provides assistance, consultation, direction, and support to local committees. It serves to align AIESEC in Poland with AIESEC International's global direction by downscaling international strategies and priorities. The MC also sets the overall strategic direction for the organization in Poland and ensures alignment across local committees. It manages operations, conferences, legal/finance functions, and represents AIESEC in Poland externally to partners. The MC aims to build a capable team to effectively deliver these various services to local committees.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
AIESEC is a global student-run organization that provides leadership development experiences to young people in over 124 countries. It focuses on providing an international platform for young people to discover and develop their potential to have a positive social impact.
The "Engagement with AIESEC" phase aims to introduce more young people to AIESEC experiences through three types of activities: micro experiences like short-term volunteering; public relations activities to increase organizational reputation; and marketing activities to promote core programs.
For those interested in becoming AIESEC members, there is a two-path process - applying for an international internship within a year or going through a three-month probationary "Engagement with AIESEC"
This document outlines the organizational structure and initiatives for AIESEC India's Global Cultural Development Programme (GCDP) Outgoing Exchange (OGX) department. The vision is to be the best in the AIESEC network for quality of experiences delivered and number 2 for number of experiences delivered. The purpose is to develop entrepreneurial leaders through international experiences. It proposes organizational structures for local committees involving teams for university relations, delivery, exchange support, international relations, and regions. It also details initiatives for raising, product packaging, partnerships, marketing, training, and an information hub.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
The document provides information about AIESEC, the largest youth-led organization in the world that provides leadership development through global internships and experiences. It summarizes AIESEC's operations in Mainland China and outlines several partnership programs companies can engage in, including talent programs to source global interns, branding programs to promote the company to youth, CSR programs to collaborate on social projects, and an ambassador program to develop the company's global presence. Specific initiatives, costs, and expected reach are described for each program type.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
State of National Affairs (SONA) is a process used by organizations to collect, analyze, and present crucial information about their functioning and performance. It involves gathering the most relevant data, thoroughly analyzing it, and communicating clear takeaways, recommendations, trends, and key messages to all stakeholders. SONA provides a review of implementation status, allows organizations to understand differences between goals and reality, and helps adjust strategy. It is considered necessary for tracking individual and team performance, driving the right operational culture, and setting action plans for the future.
This document provides an overview of The AIESEC Way, which describes AIESEC's organizational ideals and approach. It explains that The AIESEC Way answers questions about what AIESEC is, its vision, impact, approach, and values. The document then gives a brief explanation of each component of The AIESEC Way and notes that it is meant to guide AIESEC's global activities. It emphasizes that understanding The AIESEC Way involves considering all parts and being able to link it to daily work.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
Team Standards - Building : Personal Goal SettingAditya Barrela
Personal Goal Setting involves setting individual goals and action plans for team members. It includes clarifying roles and responsibilities, setting personal development goals, and creating an individual action plan. Regular tracking of goals and performance is important through one-on-one meetings and team meetings. The process of personal goal setting helps team members stay focused on their goals and accountable for their performance and development.
How to build lc lc partnerships o-gcdp tier1AIESEC
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
The AIESEC Way document outlines the organization's values and vision for its members. It describes 4 key member values: being self-aware, acting as a world citizen, empowering others, and being solution-oriented. It also lists AIESEC's vision which includes enjoying integrity, striving for excellence sustainably, demonstrating leadership, embracing diversity, and living the values.
AIESEC dreams of addressing the world's needs through collaborative projects, responding quickly to global trends, and empowering innovative members to think creatively and act on new ideas. Their vision includes enabling local chapters to rapidly expand the number of exchanges they facilitate, ensuring everyone can experience AIESEC, and building a movement that engages and develops all young people worldwide through unlimited physical and virtual engagement.
5 Steps to authentic sustainability communicationsEd Gillespie
The five basic steps towards developing a credible, authentic sustainability communications campaign for your business as presented at a Guardian Sustainable Business Seminar on 3.2.11
This document describes Annie, a 25-year-old biology student from Hong Kong, and Paul, the owner of a private hospital in Austria. They both saw an advertisement for AIESEC and an opportunity portal on its website. Annie wanted to find opportunities and Paul wanted to find someone willing to work and develop at his hospital. AIESEC approved their profiles and they were matched. Annie then applied for and was approved by Paul for an internship at his laboratory. AIESEC educated them about the details.
This document provides information about AIESEC, the world's largest youth organization, and its local chapter in Uppsala, Sweden. It introduces the local committee president and describes her experience in AIESEC. It then outlines the organization's history and mission, leadership development model, values, structure including departments, roles, and acronyms commonly used. The purpose is to welcome and orient new members to AIESEC Uppsala.
Delhi is the capital city of India with a population of over 16 million people. It has a long history and was the former capital of several empires, resulting in many historic monuments and sites across the city. Delhi experiences a humid subtropical climate with very hot summers and mild winters. The metro is a convenient way to travel long distances, while buses, auto-rickshaws, taxis and cycle rickshaws are also common modes of transportation. People in Delhi commonly speak English and Hindi, and the culture emphasizes collectivism over individualism.
1) AIESEC began in the 1930s as an organization to facilitate international internships for students and grew out of World War 2.
2) In 1946-1948, AIESEC was formally established and held its first congress in 1949 in Stockholm with 89 participants from France, Belgium, Finland, Netherlands, Denmark, Norway and Sweden.
3) Over the decades, AIESEC expanded globally with new members in America and Africa in the 1950s, the establishment of committees in over 100 countries today, and over 1 million alumni members worldwide.
The document outlines dreams for the future of AIESEC, an international student organization. It dreams of an AIESEC that addresses global needs through collaborative projects, responds quickly to trends, and encourages innovative thinking among members. The document also dreams of an AIESEC where local chapters can grow rapidly, everyone can experience AIESEC, and the movement engages and develops young people worldwide through unlimited physical or virtual engagement.
After World War 2 left Europe in ruins, with 55 million deaths and hatred between nations, students from 8 countries met in Paris in 1946 to begin organizing an exchange program. They formally established AIESEC at a meeting in Stockholm in 1948 with the goal of promoting tolerance through international exchanges. Starting with 7 countries and 250 members, AIESEC grew steadily over the following decades, spreading to all continents and facilitating thousands of internships annually by the 1960s. It continued expanding its global reach and member programs over subsequent decades, reaching 90 countries and over 20,000 members by 2005.
This document provides an overview of AIESEC, including its history, vision, values, leadership development model, and functional areas. Some key points:
- AIESEC was founded in 1948 to promote peace and fulfillment of humanity's potential through international exchange experiences for youth.
- Its leadership development model focuses on empowering others, self-awareness, and engagement with global issues. Exchanges provide opportunities to develop these skills outside one's comfort zone.
- Core values include striving for excellence, integrity, transparency, diversity, and sustainability.
- Functional areas include talent management, business development, marketing, and organizing international exchanges and volunteer programs.
- The goal is to prepare youth
AIESEC is an international platform that enables young people to develop their leadership potential and have a positive impact on society. It provides integrated leadership opportunities, such as international internships, that allow members to participate in a global learning environment. The organization aims to develop future leaders who can create change in their communities. AIESEC's values, such as enjoyment of participation and activation of leadership, guide members' actions and help achieve its goals of developing leaders and contributing to peace.
AIESEC is a global, non-profit organization run by students and recent graduates that aims to provide international opportunities for young people to develop their leadership potential and have a positive impact on society. AIESEC does not discriminate and envisions a world where all young people can be united through international exchange. The organization makes this impact possible through international exchanges and leadership programs that enable students to explore other cultures and gain work experience abroad. AIESEC's values that guide their work include activating leadership, demonstrating integrity, living diversity, enjoying participation, striving for excellence, and acting sustainably.
AIESEC is a global youth-run organization that facilitates international internships, volunteer experiences, and leadership development opportunities for young people in over 125 countries. Over its 65-year history, AIESEC has impacted over 1 million alumni by developing their leadership skills through hands-on experiences. The document outlines AIESEC's vision, programs, and partnership opportunities to engage youth and develop the global leaders of tomorrow.
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.
The document summarizes information about AIESEC, the world's largest student-run organization. AIESEC aims to foster cross-cultural understanding and develop young leaders. It provides opportunities for international internships and leadership development through local chapters. The organization has a global network across over 100 countries and partners with multinational companies. It emphasizes values like leadership, diversity, integrity and excellence.
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.
The document discusses AIESEC, an international student organization that provides opportunities for leadership development, internships, and cultural exchange. It outlines AIESEC's history from its founding in 1948 to the present day. Key details include AIESEC's core work being refreshed in 2005 to focus on providing members integrated development experiences through leadership, international internships, and participation in a global learning environment. The document also discusses AIESEC's values, programs like team member programs, internships, volunteer programs, and ensuring lifelong connections with alumni. Overall, the summary highlights that AIESEC is a global student organization that aims to develop youth leadership through international experiences.
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.
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.
The document outlines AIESEC's vision, mission, and approach to providing experiential leadership development opportunities for young people globally. Specifically, it discusses:
1) AIESEC's goal of enabling young people to discover and develop their potential for leadership and positive social impact through international internships and global programs.
2) The four main programs offered - Team Member Program, Team Leader Program, Global Internship Program, and Global Community Development Program - which provide cross-cultural experiences, access to a global network, and opportunities for personal and professional growth.
3) AIESEC's vision of engaging and developing every young person in the world by 2015 through these experiential leadership development experiences.
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.
AIESEC in Bangalore | Introduction to AIESECSoumil 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.
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.
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.
The document discusses AIESEC, a global student organization. It outlines AIESEC's vision of engaging and developing every young person in the world. It presents AIESEC's goals of becoming the most credible global youth voice, the first choice partner across sectors, and creating positive social impact. The document also describes AIESEC's programs like international internships and leadership experiences that help members develop skills and networks.
Leaderonomics is a social enterprise focused on leadership development around the world. It provides corporate leadership training programs to fund community programs for youth and underserved groups. Leaderonomics' vision is to transform nations by growing people into leaders through experiential learning. It aims to provide leadership development for all, especially those who cannot afford it, with a focus on children and youth. Leaderonomics operates corporate services, media, and community divisions that work together to deliver leadership training and build leaders through practical experiences.
AIESEC is the world's largest student-run organization present in over 100 countries. It provides opportunities for leadership development, cross-cultural exchange, and professional experiences through internships and volunteer projects. In 2012, AIESEC sourced over 10,000 interns for partner organizations and completed over 500 social projects worldwide with over 86,000 members. The organization aims to fulfill humanity's potential through activating leadership in students and graduates.
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.
Leaderonomics is a small organisation with big dream and ambitions. Although we may have only about 100 employees today, we are a small employer with a BIG heart and BIG goals and dream. REad on what we do with our employees to engage, excite and ensure they are committed to the cause.
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1. The AIESEC Way is the members‘ guide that explains what is the purpose of our
WHATHOWWHY
The AIESEC Way is explained through the Golden Circle model which provides
The goal of this document is not for members to try and memorise all words or concepts. This
document you should only glance through. It will not solve all your problems or answer all of your
REMINDER:
1
2. Second World War by a group ofyoung
people from Europe (Belgium, Denmark,
Finland, France, Netherlands, Norway, and
Sweden). Our fundamentals were shaped
Since then, the world has been changing
faster than ever before. We believe that
and they must learn to adapt quickly and
solve problems. This is whyAIESEC strives
for Peace & Fulfilment of Humankind´s
In today’s context, ‘Peace’ does not
necessarily mean only avoiding war. Peace
can symbolize a world that does not have
conflicts that arise from cultural, religious,
or other aspects of differences in
humanity. Peace can also symbolize being
in harmonywith yourself. AIESEC strives
to build a world where people can work
towards their own understanding of
understanding the views of others.
Through “Fulfilment of Humankind’s
where people can be the best version of
themselves.
2
3. Complex and
Interconnected World
Uncertain
World
Declining Trust in
Formal Leaders
explore and develop their leadership
sphere theywould choose.
We place our confidence in youth because
they have the passion, dynamism and
entrepreneurial spirit that are needed to
shape the future. They have the
responsibility to improve tomorrow by
choosing who theywill be today.
Our Unique Leadership Development Model
AIESEC’s leadership development model seeks to prepare youth to take a stand on what they
This is the leadership that we believe in and develop.
Empowering Others
Develops & empowers other people
Engages with others to achieve a bigger purpose
Adapts and shows resilience in the face of challenges
Takes risks when needed
SelfAware
Understands and lives personal values
Focuses on strengths over weaknesses
Explores one’s passions
Believes in their ability to make a difference in the world
Interested in the world issues
Enjoys taking responsibility for improving the world
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4. Cross-Cultural Exchanges
AIESEC provides an opportunity foryoung people to work orvolunteer abroad in non-familiar
environments. This allows them to step outside their comfort zone and expand their worldview, while
connected world.
Team Experiences
AIESEC members work in teams to create and manage these cross-cultural exchange experiences. This
provides an opportunity for our members to live powerful team experiences and develop their own
Inner and OuterJourney
framework AIESEC provides in every experience, enabling young people to learn the most from every
that what someone learns from any experience will staywith them forever.
4
6. OurValues
Striving For Excellence
to deliver the highest quality performance in everything we do.
Some examples of living this value:
fulfil our commitments and conduct ourselves in a way aligned with
what we envision
Some examples of living this value:
We communicate openly and honestlywith all stakeholders.
AIESEC.
Some examples of living this value:
We celebrate ourvictories by sharing our achievements.
of others.
Some examples of living this value:
We encourage and delegate responsibility to the new members ofAIESEC in
We empower members to deliver exchange experiences.
Living Diversity
Some examples of living this value:
We interact with members from a large range of countries and territories at
global conferences and living the cross-cultural exchange experience.
experiences.
Some examples of living this value:
future years.
We support each other and we build on what has been done in the past.
To shape our culture we keep in mind to:
Engage and align our
stakeholders with ourvalues
Confront contradictory behavior
that goes against ourvalues
Reinforce ourvalues constantly
We create a dynamic and welcoming environment through the active
and
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7. Global
global network that takes ownership to make the world a
AIESEC does not have a pre-defined or officially accepted
Independent
bodies in its work, sustainability or decision-making. As an
them.
Not-For-Profit
resources sustainably to generate more impact rather than
making profit for shareholders.
Youth-Run
AIESEC is completely run byyoung people - the majority of
whom are students and recent graduates.
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8. Appendix 1: Our Leadership Development Model and Inner and OuterJourney
fundamentals, which enable life-long leadership journey of young person.
The Inner and OuterJourney concept grew out of a “new models of leadership”
discussion held with the World Economic Forum. Based on research of the best
leadership experiences provided byAIESEC, the following elements describe what
people go through during theirAIESEC experience(s) and what helps them learn
and develop the most.
for everyone.”
Self-aware: “I know what I am good at, what’s
important to me, and what I am passionate
about. I am constantly exploring what I want
to achieve in my life.”
to challenges. I am flexible and I am always
fall I always stand back up.”
Empower others: “I am able to communicate
ideas clearly, engage in meaningful
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9. Impact
Individual responsibility
Taking individual responsibilitywith clear goals is a first step in the outer journey of leadership
development
Challenging role and environment
Your role and surrounding environment push you to leave your comfort zone, enabling you to
learn.
different types of stakeholders (boss-customer-colleague, AIESEC-company-NGO, etc.)
Reflect on your experience
Support system
In the outer journey there should be some support system for the inner journey. It can be a
mentor, coach, buddy, etc. A support system can be provided byAIESEC or any other external
stakeholder.
Set personal goals
goals for what you want to gain from the experience.
Understand your personal values
By living the experience and going through inner journeyyou realize the fundamental things
about yourself – yourvalues and how they impact your everyday life.
Reinvent yourself
Capturing the learning from this experience to use it in the future; Understanding your ‘new self.
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10. 2
THE AIESEC WAY has evolved through the years of its existence.
AIESEC after the Second World War:
AIESEC in 1964:
of students”.
AIESEC in 1978:
effect various economic environments”.
TO THIS END AIESEC:
AIESEC in 1989:
VISION:
PURPOSE: To contribute to the development of our countries and their people with an
Offering people the opportunity to interact with their social and economic environment at
AIESEC in 1999:
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11. called AIESEC 2005. It was created and used byThe Rae Group at IPM 1999 to help the AI team
process of defining and agreeing upon those values was planned to be done later.
WHAT WE ENVISION:
OUR IMPACT:
THE WAYWE DO IT:
learning of our members and other stakeholders.
AIESEC members mainly run the process for other university students. FewAIESEC members
Our members are just the engine that makes the process happen and not necessarily
AIESEC in 2000:
South Africa we ran through a process for doing this and also explored what we needed to do to
results. At that moment the challenge that we had in front of us was to act upon that agreement
ideals – through agreeing upon OUR VALUES and simplifying THE WAYWE DO IT statement –
WHAT WE ENVISION:
OUR IMPACT:
THE WAYWE DO IT:
learning of our members and other stakeholders.
By developing individuals, we contribute to the development of our communities with
an overriding commitment to international co-operation and understanding.
11
12. OUR VALUES:
:
:
fulfil our commitments and conduct ourselves in a way that is true to our ideals.
Living Diversity: We seek to learn from the different ways of life and opinions represented in
individual.
E :
Striving for Excellence: We aim to deliver the highest quality performance in everything we
:
AIESEC in 2005:
The most recent global discussion about revising THE AIESEC WAY content started in 2004 and
different viewpoints, it symbolised increased unity and common vision among the membership
students and indirect service to society by providing it with capable future leaders without
considering the formal development of its members as those future leaders. The ‘AIESEC
– this needed to be reflected in THE AIESEC WAY statements. As well, the fact that AIESEC
impact in societywas not clear.
By re-discussing THE AIESEC WAY, it was aimed to:
the world.
the ‘AIESEC Experience’ as the essence of what we do stated in THE WAYWE DO IT.
AIESEC in 2008:
The RAE Group, we have been using a language that is property of the consultancy firm due to
12
13. In order to handle the property of this consultancy company properly, and find our way to
supported us in the process of defining something that we think suits the unique needs of
AIESEC. In this context THE AIESEC WAYwas born. THE AIESEC WAY describes not only
we have forAIESEC in 2010. The OUR IMPACT statement as well as our GLOBAL DESCRIPTOR
AIESEC in 2015: The Most Recent Revision of the AIESEC Way
changes were implemented (the AIESEC experience changed to being program-based and the
focus switched to leadership development in every experience we provide). It became necessary
refresh the AIESEC Way. The AIESEC waywas changed based on the trends of current
and Develop everyyoung person in the world”. This significantly changed our approach toward
The AIESEC Way: Current version
Why?
How?
We place our confidence in youth, who hold the keys to
others.
What?
We enable young people to develop their leadership
challenging environments. We do this through
Imagine what will happen to the world once we engage
and develop everyyoung person? This possibility drives
us as we strive to achieve what we envision: Peace and
Fulfillment of Humankind’s potential.
Who we are
ethnic, or social origin.
The AIESEC Way: 2008
What is AIESEC ?
world issues, leadership and management. AIESEC does not
discriminate on the basis of race, colour, gender, sexual
What we envision
Our impact
impact in society.
The Way We Do It
AIESEC provides its members with an integrated development
This is important for the organization as it unifies
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14. THE AIESEC WAY there are three more elements
that support us in describing AIESEC. These three elements are:
1. English is the sole official language ofAIESEC.
globally.
The external world message is clear: skills are just not enough. There is no leadership without ethics. AIESEC strives
the world lies in AIESEC’s ability to create, for each and every member, a steering wheel that will shape his/her
AIESEC’s ethical process is a deep and steady move to make the AIESEC Experience the gateway to the values-driven
Ethics adopted by the global plenary at IPM 2007 in Egypt was a key event in THE AIESEC WAY to develop ethical
leaders.
The purpose of the AIESEC CODE OF ETHICS is to:
Open the gateway for what is needed for impact on the individuals that live an AIESEC EXPERIENCE.
The AIESEC CODE OF ETHICS is about the ethical principles we all adhere to, and the enforcement mechanisms to
align them with OUR VALUES.
The AIESEC CODE OF ETHICS
,
Daria Aksenova (AI/Russia)
REFRESHED I N 2015 BY:
Katarzyna Kuchnowska (AI/Mexico)
Miroslava Lišková (Czech Republic) Danial Mazhar Shafi (Canada)
Rui Correia (Mozambique) Taha Khazri (Morocco)Kar-Men Lim (Singapore)
Designed by: Aaron Mack (USA)
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