AIESEC way who wants 2 b an aiese cer
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AIESEC is a non-profit, non-political organization that provides international internships and leadership opportunities for students. It was officially founded in 1948 by 7 students from 7 different countries with a vision of global prosperity and fulfillment of human potential. AIESEC does not provide tourism abroad. It uses an international platform to enable young people to discover their potential and create positive impacts in society. AIESEC has 6 values and was officially established in Greece in 1956, first founding at the University of Athens. It now has a presence in 7 Greek universities across 4 cities and has been operating in Greece for 57 years.
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Our organization is an international platform for young people to develop leadership skills and create positive social impact. Members gain experiences that help them grow personally and professionally in five key competencies: global mindset, entrepreneurial outlook, social responsibility, emotional intelligence, and proactive learning. Developing these competencies through unique opportunities transforms members into agents of change who can work towards our vision of peace and fulfilling human potential worldwide. The Global Competency Model describes the behaviors associated with superior performance in each competency area and provides a structure for self-assessment and professional development.
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NL: http://www.slideshare.net/gregorvelz/beleidsplan-van-jci-belgium-2015-gregor-velz
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AIESEC is a global, non-political, independent, non-profit organization run by students and recent graduates. It provides international opportunities for young people to develop their leadership potential and have a positive impact on society. AIESEC offers an integrated development experience comprised of leadership opportunities and international internships within a global learning environment. It envisions a world with peace and the fulfillment of humankind's potential. While AIESEC does not discriminate, it believes new models of leadership are needed to address today's complex, interconnected world.
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Our organization is an international platform for young people to develop leadership skills and create positive social impact. Members gain experiences that help them grow personally and professionally in five key competencies: global mindset, entrepreneurial outlook, social responsibility, emotional intelligence, and proactive learning. Developing these competencies through unique opportunities transforms members into agents of change who can work towards our vision of peace and fulfilling human potential worldwide. The Global Competency Model describes the behaviors associated with superior performance in each competency area and provides a structure for self-assessment and professional development.
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Please find the complete General Policy Plan here:
NL: http://www.slideshare.net/gregorvelz/beleidsplan-van-jci-belgium-2015-gregor-velz
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2) Ensures effective communication between team members by outlining who is responsible for which tasks and deadlines.
3) Should include key elements like milestones, activities, key performance indicators, responsibilities, and a timeline in order to break large projects into implementable steps.
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How to give trainings on procedures
This document outlines the basic steps for providing trainings on procedures to members:
1. The training process begins with an orientation where members meet the organization and learn an overview of their sector and job description.
2. Next is the training requirements, which includes induction training and on-the-job training where members can ask questions and receive hands-on experience.
3. Members are then tested on how well they grasped the training materials, often through simulations and practical application on the job.
4. Finally, evaluations are conducted to assess the members' skills and provide feedback on their implementation of procedures, helping to ensure the training process is effective.
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1. Assess the situation by gathering facts and developing an objective understanding.
2. Engage key stakeholders to involve all parties impacted and gain different perspectives.
3. Plan by creating best, typical, and worst case scenarios and corresponding response plans.
4. Act proactively based on the assessment and planning rather than reactively.
5. Communicate transparently and honestly with all audiences.
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Coaching
Coaching involves supporting individuals or teams to achieve goals and improve skills. There are two main types: personal coaching focuses on individual goals and development, while team coaching helps groups work together more effectively. As a project manager, the document outlines how to coach both individuals on things like career plans and mentorship, as well as teams through meetings and setting standards. A model for coaching involves checking reality, exploring options, and making decisions.
Presentation skills
The document provides tips for effective presentations. It recommends planning ahead by considering the three most important things for the audience to remember: the introduction, main theme, and conclusion. When presenting, use 10 slides maximum, speak for 20 minutes or less, and use a minimum 30 point font. Practice your presentation and focus on engaging the audience by making eye contact, using your voice effectively, telling stories, and showing passion. Be prepared to answer questions using the TRACT technique of thanking, repeating, answering, checking, and thanking again.
Team standards
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Personal meetings
Personal meetings are one-on-one meetings between two individuals that are suggested to occur monthly to check performance and personal development. Guidelines for personal meetings include getting to know the member, setting expectations, discussing current experiences, setting personal goals and action steps, and providing feedback. Action steps should be specific, measurable milestones connected to the member's goals and role. Follow-ups include keeping meeting notes, sharing them with the member, tracking progress on action steps, and evaluating and re-setting goals as needed during subsequent monthly meetings.
Marketing education
This document provides guidance on marketing education for AIESEC. It discusses how to communicate about AIESEC to professors, friends, and NGOs. It also offers tips for physical promotion through stands and classrooms, including being prepared, smiling, and making eye contact. Guidance is given for online promotion through email and Facebook posts, such as using a clear structure in emails and including descriptions and application links for posts. The document also outlines rules for opportunities marketing, such as writing in the second person and using human-centered language rather than buzzwords.
Project management for TLs
This document discusses the importance and components of an effective project plan. It notes that a project plan:
1) Provides organization and clarity on tasks, milestones, and stakeholders involved in order to stay focused on achieving the end goal.
2) Ensures effective communication between team members by outlining who is responsible for which tasks and deadlines.
3) Should include key elements like milestones, activities, key performance indicators, responsibilities, and a timeline in order to break large projects into implementable steps.
The document then provides instructions for workshop participants to work in teams to create a project plan for reaching a concrete goal for a youth program's customers.
Team standards in every meeting
The document discusses implementing team standards in meetings to improve leadership development. It recommends including a "Team Standards" block in weekly meeting agendas to discuss purpose and values, create and track plans, provide training, and reflect on feedback and evaluation. This ensures teams focus on goal setting, effective work processes, knowledge sharing, and continuous improvement through regular check-ins and accountability.
How to give trainings on procedures
This document outlines the basic steps for providing trainings on procedures to members:
1. The training process begins with an orientation where members meet the organization and learn an overview of their sector and job description.
2. Next is the training requirements, which includes induction training and on-the-job training where members can ask questions and receive hands-on experience.
3. Members are then tested on how well they grasped the training materials, often through simulations and practical application on the job.
4. Finally, evaluations are conducted to assess the members' skills and provide feedback on their implementation of procedures, helping to ensure the training process is effective.
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Empowering my members
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Effective meetings
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1. Assess the situation by gathering facts and developing an objective understanding.
2. Engage key stakeholders to involve all parties impacted and gain different perspectives.
3. Plan by creating best, typical, and worst case scenarios and corresponding response plans.
4. Act proactively based on the assessment and planning rather than reactively.
5. Communicate transparently and honestly with all audiences.
6. Overcome instincts to react or do nothing by following the process of assessing, planning, and acting with open communication.
How to be strategic
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Strategic thinking
Strategic thinking is defined as the process of assessing, viewing, and creating the future through critical thinking skills. It involves developing a set of critical skills to arrive at decisions related to work or personal life. Some key aspects of strategic thinking include being open-minded, challenging conventional thinking, having a vision beyond the present, thinking broadly, and looking beyond one's current perspective. When making strategic decisions, it is important to focus on goals, weigh risks and rewards, consider both intuition and facts, build flexibility, establish priorities, and learn from mistakes. Developing strategic thinking requires tools like understanding strengths and weaknesses, identifying roadblocks, protecting thinking time, questioning strategies, and communicating plans clearly. Critical and creative skills like idea generation
Partnership management
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The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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AIESEC way who wants 2 b an aiese cer
- 2. IndependentA. What AIESEC is NOT… DiscriminativeB. Not for profitC. Non-politicalD. Discriminative 1.
- 3. So… What Exactly Is AIESEC?
- 4. 1948A. When was AIESEC officially founded; 1956B. 1969C. 1999D. 1948 2.
- 5. Officially Founded 1948 7 Students 7 Different Countries 1 vision
- 6. …Prosperity”A. The vision of AIESEC is: “Peace &… …Leadership Development of the Youth” B . …Fulfillment of Humankinds Potential” C. …Entrepreneurial Outlook”D.…Fulfillment of Humankinds Potential” 3.
- 8. Tourism AbroadA. What AIESEC does NOT provide? Global Learning EnvironmentB. International InternshipsC. Leadership OpportunitiesD. Tourism Abroad 4.
- 9. The Way We Do It:
- 10. ChangeA. Find the missing word: “Our international platform enables young people to discover and develop their potential to provide … for a positive impact on society.” ExchangesB. Entrepreneurial OutlookC. LeadershipD. Leadership 5.
- 11. Our Impact:
- 12. 5A. How many values AIESEC has? 6B. 7C. 8D. 6 6.
- 13. Our Values:
- 14. 1948A. When was AIESEC officially founded in Greece? 1956B. 1973C. 1989D. 1956 7.
- 15. Καποδιστριακό Πανεπιστήμιο Αθηνών A. In which Greek University AIESEC first founded? Δημοκρίτειο Πανεπιστήμιο Θράκης B. ΑΣΟΕΕC. Πανεπιστήμιο ΠειραιάD.ΑΣΟΕΕ 8.
- 16. 7A. How many Greek Universities have a Local Committee? 8B. 9C. 10D. 7 9.
- 17. 1995A. When was AIESEC officially established in the University of Patras? 2004B. 2008C. 2011D. 2011 10.
- 18. History of AIESEC in Greece: Athens University of Economics and Business – 1953 University of Patras - 2011 4 cities 7 university …57 years until now
- 19. Thank You!