Πρόγραμμα περιβαλλοντικής εκπαίδευσης για τον εθελοντισμό και τον ενεργό πολίτη που υλοποιήθηκε τη σχολική χρονιά 2016-2017 από το 5ο ΔΣ Μεγάρων στα πλαίσια του προγράμματος “Νοιάζομαι και δρω”.
Πρόγραμμα περιβαλλοντικής εκπαίδευσης για τον εθελοντισμό και τον ενεργό πολίτη που υλοποιήθηκε τη σχολική χρονιά 2016-2017 από το 5ο ΔΣ Μεγάρων στα πλαίσια του προγράμματος “Νοιάζομαι και δρω”.
Αίθουσες και αυλή, ελληνικά αραβικά αγγλικά και φαρσί, αυτό θα πει εκπαίδευση!
Χάρη στους φίλους εθελοντές εκπαιδευτικούς, στη συνεργασία με την αντιδήμαρχο Παιδιού του Δήμου Αθηναίων, στους πολιτισμικούς διαμεσολαβητές και τους νεαρούς φίλους εθελοντές του, το “Δίκτυο για τα Δικαιώματα του Παιδιού” λειτουργεί τον Ιούλιο ένα σχολείο στο Στ. Λαρίσης για περισσότερα από εκατό προσφυγάκια από το Σχιστό, το Ελληνικό και δομές του κέντρου. Κάθε ημέρα στο σχολείο είναι μια αναζωογονητική εμπειρία για όλους, άσκηση και πειραματισμός, επικοινωνία και, πάνω απ’ όλα, η χαρά της κοινής προσπάθειας που οικοδομεί εμπιστοσύνη και κοινότητα.
Τα παιδιά ως κοινωνικοί ερευνητές. Οδηγός για δασκάλους και ...Αννα Παππα
Η ανάμιξη παιδιών στην κοινωνική έρευνα προσφέρει στους εκπαιδευτικούς λειτουργούς μια απαράμιλλη ευκαιρία να βοηθήσουν τα παιδιά να αναπτύξουν χρήσιμες δεξιότητες που θα τους χρειαστούν στον ολοένα και πιο απαιτητικό, βασισμένο σε γνώσεις, κόσμο. Έτσι, τα παιδιά μπορούν να μάθουν να συλλέγουν και να επεξεργάζονται πληροφορίες, να τις περιγράφουν και να τις επεξηγούν, να έχουν κριτική σκέψη και να βγάζουν συμπεράσματα, να αμφισβητούν αυτό που είναι δεδομένο, και να αναπτύσσουν τις προφορικές, γραπτές ή αριθμητικές τους δεξιότητες. Μαθαίνουν να δουλεύουν σε ομάδες, να ακούνε με προσοχή και να προβάλλουν επιχειρήματα, να παίρνουν αποφάσεις και να επικοινωνούν αποτελεσματικά με άλλους στις
κοινότητές τους.
This document provides guidance on building an implementation plan to effectively communicate strategies to target audiences. It outlines 4 key steps: 1) Decide target audiences, 2) Define appropriate channels per audience, 3) Define messages for each audience/channel, and 4) Cross-check channels and timeline. The output is an implementation plan that connects strategies, audiences, channels, messages and timelines to successfully implement projects and programs. Effective implementation requires understanding audience needs and using the right channels to deliver customized messages according to each strategy's timeline.
This document discusses resource management and capitalizing on resources. It defines resource management as the efficient development and use of resources like financial, human, and technology assets. The document emphasizes structuring resources to maximize results and achieve goals. It prompts the reader to consider which two resources from a list provided could be capitalized on through concrete actions over the next two months to help meet plans and targets. The overall message is on the importance of effectively managing and utilizing available resources.
The document outlines three national products for Greece for 2015-2016: (1) gaining professional experience in IT abroad through internships; (2) gaining professional experience in business abroad through internships with a focus on marketing, sales, finance, etc.; and (3) gaining professional experience in education and teaching abroad. The products are aimed at university students and recent graduates, are powered by AIESEC, and focus on providing international experience, cross-cultural exposure, and networking opportunities.
The document discusses improving the matching process between Experienced Participants (EPs) and internships. It identifies key bottlenecks such as EPs applying but not getting selected. It recommends providing national training and standardized application materials to improve EP applications. At the local level, it suggests pre-selection preparation meetings for EPs, tracking application progress and feedback, and regular EP meetings for relationship building and refreshing motivation. The overall goal is to better align expectations, communicate the matching process, and help EPs strengthen their applications.
The document outlines the role and responsibilities of a project manager. It states that the project manager is responsible for coordinating their team, performance management, coaching, creating the right team culture, and developing team members. However, the project manager must inform and get agreement from their vice president before changing the project strategy or roles of team members. It asks how the project manager can transform their vision into action with their team, engage members to work towards shared goals, and what additional knowledge is needed to feel confident co-creating strategies with the vice president.
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.
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.
The document discusses the importance of team standards for performance and productivity. It notes some excuses people give for not focusing on team standards, such as not having time or feeling they do everything the team needs. However, establishing minimum standards is important to ensure the team can perform well. The document suggests team standards can help with productivity and reviews.
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.
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.
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.
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.
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.
The document describes a process involving project managers, attraction responsibilities, considerations, and value delivery. It outlines steps for promoting opportunities, interviewing applicants, assigning new members to teams, and providing needed education. Project managers and talent managers work to recruit new members by placing opportunities, engaging their teams, interviewing applicants, tracking education, and maintaining applicant databases. An opportunity template includes fields for the name, dates, needed and developed skills, job description and hours. Meetings are held to align recruitment needs across teams and talent managers participate in interviews.
Tracking is important for monitoring progress towards goals, evaluating strategies, and providing rewards and recognition. It should be done monthly at reviews and weekly team meetings to track personal and team performance, plans, and results. Tracking tools like Podio and EXPA should contain goals, plans, and projects to quantitatively track KPIs, achievements, timelines, and outputs. Effective tracking requires setting clear expectations and templates for agendas, reports, and reminders to engage team members and coordinate meetings. Regular tracking keeps all accountable and supports evaluating strategies and recognizing contributions.
This document provides tips for motivating members of an organization. It suggests beginning by gathering the team and asking each member what motivates them, as people are motivated by different things. After identifying the top five motivators for the team, the document recommends finding ways to apply them, such as giving more responsibility through challenging projects, providing needed support and resources, ensuring regular achievements and progression, fostering a sense of meaning and purpose in work, and promoting good relationships.
A meeting is a gathering of two or more people with a common goal to take action and achieve it. An effective meeting has clear goals, focuses on actions, and aims for concrete outcomes. There are different types of meetings like team and personal meetings. Team meetings have three stages - before, during, and after the meeting. The most important preparation is the agenda, which includes objectives, topics, descriptions and goals for each topic, and allotted time. During the meeting, the leader should model good attitudes, follow the agenda, and be focused. After the meeting, the leader should send outputs, include priorities and follow ups, and track progress on assigned actions.
The document provides instructions for onboarding new members onto the EXPA platform, including how to invite and assign members to positions, and how to create opportunities for members to participate in programs. It outlines a 6 step process for assigning new members and logging into the system. Administrators can create opportunities for local programs as well as global programs for members.
The document outlines a 6-step process for crisis management:
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.
1. Global Village
Ο Γύρος του Κόσμου σε λίγα λεπτά
Θες να ζήσεις την περιπέτεια, εξερευνώντας 9 πολιτισμούς από όλο το κόσμο; Τι θα έλεγες να
το κάνεις σε μια μέρα; Τι θα έλεγες να το κάνεις σε λίγα λεπτά;
Πριν 1 μήνα έφτασαν στη Θεσσαλονίκη, νέοι από όλο τον κόσμο για να εργαστούν εθελοντικά
σε σχολεία και Μη Κυβερνητικούς Οργανισμούς και να βοηθήσουν την ελληνική κοινωνία.
Πολλοί από αυτούς, συμμετείχαν στο Young Power, το πρόγραμμα της AIESEC σε
συνεργασία με 5 σχολεία της πόλης, στο οποίο εθελοντές και μαθητές δούλεψαν πάνω σε
project σχετικά με το εκπαιδευτικό σύστημα της χώρας μας.
Έλα, λοιπόν, στις 28 Φεβρουάριου στην αίθουσα 1 στο Συνεδριακό Κέντρο Βελλίδειο
στις 16.00, δες τις ιδέες των παιδιών και αλληλεπίδρασε με 13 νέους από Βραζιλία,
Παραγουάη, Χιλή, Ουκρανία, Ουγγαρία, Λίβανο, Τσεχία, Εσθονία, Ρωσία . Γνώρισε την
χώρα, την κουλτούρα, την κουζίνα και χόρεψε μαζί τους τοπικούς χορούς.
Το πιο μεγάλο διαπολιτισμικό event της πόλης σε καλεί να ζήσεις τη δική σου μικρή
περιπέτεια!
28 Φεβρουαρίου, Αίθουσα 1 - Συνεδριακό Κέντρο Βελλίδειο
Ώρα έναρξης: 16:00
Είσοδος ελεύθερη
Με την υποστήριξη: HELEXPO | Μασούτης Α.Ε | Lidl Hellas
Γραφεία AIESEC
Αριστοτέλειο Πανεπιστήμιο Θεσσαλονίκης
Εξωτερικός διάδρομος Ν.Ο.Π.Ε.
τηλ. 2310-991380
Πανεπιστήμιο Μακεδονίας
Δίπλα στο εστιατόριο της λέσχης
τηλ. 2310-891562