This document provides guidelines for using AIESEC's global brand in visual communications. It introduces five simplified shapes representing the letters in AIESEC that can be used creatively. The shapes aim to empower local chapters while maintaining a global brand identity. Guidelines are given for using colors, typography, and the AIESEC logo consistently. Examples of how different chapters have incorporated the visual elements are displayed. The document encourages members to engage with and adapt the brand elements through play.
This document provides guidance on establishing internship recognition through a university. It outlines the basic information about recognition, preparation steps to take, the recognition procedure, tips for success, and important considerations. The key steps are to research each department's requirements, prepare benefits of the programs, schedule meetings with practice office contacts, submit a formal proposal, and attend general meetings to advocate for approval. Relationship building, ensuring relevance to studies, and being clear but respectful in communications are emphasized. The goal is to create a mutually beneficial partnership between the organization and the university.
The document provides information about AIESEC Greece's Global Community Development Programme (GCDP) for the 2013-2014 term. It describes the GCDP program flow, target audience, direction, and unique selling point. It then summarizes four products offered by the program: Explore Education, Explore Entrepreneurship, Explore World Issues, and the timelines and countries for exchanges. Contact information is provided for various Local Committee Vice Presidents. National support and key performance indicators are also mentioned.
This document discusses potential partnerships for AIESEC and things to consider when evaluating partnerships. It recommends examining a potential partner's vision, values, beliefs, practices, and impact on society. It cautions against partnerships that are political, profit-motivated, or for personal benefits. The document also suggests considering a partner's brand and reputation with the target audience, as well as what each party can offer the other, such as credibility, trust, network, advice, or funding. When considering media partners, the document advises evaluating their accuracy, objectivity, audience reach, and brand positioning. It also provides additional AIESEC resources on public relations and branding.
This document provides guidelines for using AIESEC's global brand in visual communications. It introduces five simplified shapes representing the letters in AIESEC that can be used creatively. The shapes aim to empower local chapters while maintaining a global brand identity. Guidelines are given for using colors, typography, and the AIESEC logo consistently. Examples of how different chapters have incorporated the visual elements are displayed. The document encourages members to engage with and adapt the brand elements through play.
This document provides guidance on establishing internship recognition through a university. It outlines the basic information about recognition, preparation steps to take, the recognition procedure, tips for success, and important considerations. The key steps are to research each department's requirements, prepare benefits of the programs, schedule meetings with practice office contacts, submit a formal proposal, and attend general meetings to advocate for approval. Relationship building, ensuring relevance to studies, and being clear but respectful in communications are emphasized. The goal is to create a mutually beneficial partnership between the organization and the university.
The document provides information about AIESEC Greece's Global Community Development Programme (GCDP) for the 2013-2014 term. It describes the GCDP program flow, target audience, direction, and unique selling point. It then summarizes four products offered by the program: Explore Education, Explore Entrepreneurship, Explore World Issues, and the timelines and countries for exchanges. Contact information is provided for various Local Committee Vice Presidents. National support and key performance indicators are also mentioned.
This document discusses potential partnerships for AIESEC and things to consider when evaluating partnerships. It recommends examining a potential partner's vision, values, beliefs, practices, and impact on society. It cautions against partnerships that are political, profit-motivated, or for personal benefits. The document also suggests considering a partner's brand and reputation with the target audience, as well as what each party can offer the other, such as credibility, trust, network, advice, or funding. When considering media partners, the document advises evaluating their accuracy, objectivity, audience reach, and brand positioning. It also provides additional AIESEC resources on public relations and branding.
The document provides guidance on retaining AIESEC members over the summer months through various engagement activities. It suggests keeping members connected through social media groups, inviting them to events, and introducing new temporary "fun" teams. For returning exchange participants, it recommends integrating them into local committees through presentations and allocating them to relevant project teams. The document also proposes engaging alumni, summer interns, and setting personal goals to calculate retention. Regular communication, recognition systems, local seminars and creative meeting formats aim to motivate members and prevent attrition over the summer break.
A Global Community Development Programme experience provides opportunities for young people to develop leadership skills through international volunteer experiences. The program is hosted by organizations aiming to create positive community impact. Interns work directly with these organizations on initiatives and projects to benefit communities while furthering their own development. The program targets educational institutions, non-corporate entities like NGOs and camps. It aims to have massive yet sustainable impact and empower Greek society by providing international talent to maximize organizational impact.
This document summarizes the results of an event with the following key details:
- 40 participants attended the event, with 10 interested in the OGX GCDP program and 20 interested in the TMP program.
- 17 participants actually attended the event, with 2 interested in OGX GCDP and 10 interested in TMP.
- The agenda included presentations on volunteerism, AIESEC activities, the SPEAK language program, an alumni story, recruitment, and the ACT opportunity. Pictures were posted on Facebook and good practices included participant interaction while finalizing the agenda earlier could have improved the event.
Personal meeting guide team bonding for tlpAIESECGreece
This document outlines an agenda for a meeting that includes discussing problems from the previous week, plans to overcome those problems and goals for the next week. It instructs the facilitator to have the other person share what they expect from the facilitator and provide feedback without using that word. It then shifts to an icebreaker team activity where participants write facts about themselves on cards that are then read aloud by the opposing team to be guessed in as few clues as possible.
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 provides a brief explanation of each component of The AIESEC Way and notes on its evolution over time to reflect changing global conditions. It aims to help members better understand and apply AIESEC's principles in their work.
This document discusses setting up a transition plan for an AIESEC Vietnam team. It includes sections on getting to know each other, identifying team drivers of success, creating a team vision, and establishing team principles. The team is guided to discuss their ideal work environments, strengths, and keys to past success to determine three to five drivers that will motivate the team. They then develop a vision for the term and principles that reflect the drivers and members' values to structure their behaviors and guide their work.
This document provides guidelines for using the AIESEC logo on materials. It describes the logo's design elements and meaning. It specifies allowable color combinations for the logo and rules for maintaining clear space around it. Placement guidelines state the logo should be prominently displayed and cover 80% of materials, with a minimum height of 8mm on A4 pages. The global descriptor can be used underneath for additional context. The logo and guidelines must be followed consistently to strengthen the AIESEC brand identity.
This document provides an overview of AIESEC's brand experience toolkit. It discusses the history and evolution of AIESEC's global brand from the original brand promise introduced in 2004. The current brand experience framework includes the following elements: competitors, target audiences, physical manifestations, benefits, values, differentiator (youth driven impactful experience), and essence (activating leadership). It also introduces a filter tool to help assess how well new products or messages align with the brand experience. The goal is to strengthen AIESEC's global brand by ensuring all actions are consciously reflecting the intended experience for stakeholders.
This document outlines strategies for increasing engagement with AIESEC through various touchpoints and activities. It discusses (1) enabling more people to experience AIESEC in order to generate promoters who recommend AIESEC to others, (2) an engagement funnel involving experiences like ELD programs, micro experiences, and associate membership to create different types of promoters and customers, and (3) specific micro experiences, associate membership programs, and youth empowerment activities that provide value and enable contribution to AIESEC.
The document outlines an 8-step talent performance assessment flow for HR departments: 1) Establish organizational strategy and goals, 2) Plan department goals with team leaders, 3) Team leaders make plans with their teams, 4) Clarify job descriptions, 5) Create performance plans with objectives and development activities, 6) Define measurable performance metrics, 7) Conduct performance reviews, 8) Reward outstanding performance. The process is designed to align individual performance with organizational strategy from the team to leadership level.
The document summarizes key information about four capital cities in the United Kingdom: London, Cardiff, Edinburgh, and Belfast. It provides details about London's central business district, landmarks like Big Ben and Buckingham Palace, and districts like the East End. For Cardiff, it notes it is the capital and largest port of Wales, and contains landmarks like City Hall. Edinburgh is summarized as sitting on seven hills, containing the old and new towns, and its university being one of the oldest in Europe. Belfast is described as Northern Ireland's capital and a modern city situated near mountains and rivers.
The document describes Domino's digital marketing strategy for a holiday campaign called "What Brings Your Family Closer Over the Holidays?". The campaign aims to learn about customer families' holiday traditions and build a Domino's community for families to share with each other. Key tactics include using social media like Facebook, Instagram and Twitter to ask customers questions about their holiday plans and memories. A YouTube contest will award free pizza to families who upload videos sharing their holiday stories. The campaign budget is $118,000 over 3 months.
The document provides guidance on retaining AIESEC members over the summer months through various engagement activities. It suggests keeping members connected through social media groups, inviting them to events, and introducing new temporary "fun" teams. For returning exchange participants, it recommends integrating them into local committees through presentations and allocating them to relevant project teams. The document also proposes engaging alumni, summer interns, and setting personal goals to calculate retention. Regular communication, recognition systems, local seminars and creative meeting formats aim to motivate members and prevent attrition over the summer break.
A Global Community Development Programme experience provides opportunities for young people to develop leadership skills through international volunteer experiences. The program is hosted by organizations aiming to create positive community impact. Interns work directly with these organizations on initiatives and projects to benefit communities while furthering their own development. The program targets educational institutions, non-corporate entities like NGOs and camps. It aims to have massive yet sustainable impact and empower Greek society by providing international talent to maximize organizational impact.
This document summarizes the results of an event with the following key details:
- 40 participants attended the event, with 10 interested in the OGX GCDP program and 20 interested in the TMP program.
- 17 participants actually attended the event, with 2 interested in OGX GCDP and 10 interested in TMP.
- The agenda included presentations on volunteerism, AIESEC activities, the SPEAK language program, an alumni story, recruitment, and the ACT opportunity. Pictures were posted on Facebook and good practices included participant interaction while finalizing the agenda earlier could have improved the event.
Personal meeting guide team bonding for tlpAIESECGreece
This document outlines an agenda for a meeting that includes discussing problems from the previous week, plans to overcome those problems and goals for the next week. It instructs the facilitator to have the other person share what they expect from the facilitator and provide feedback without using that word. It then shifts to an icebreaker team activity where participants write facts about themselves on cards that are then read aloud by the opposing team to be guessed in as few clues as possible.
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 provides a brief explanation of each component of The AIESEC Way and notes on its evolution over time to reflect changing global conditions. It aims to help members better understand and apply AIESEC's principles in their work.
This document discusses setting up a transition plan for an AIESEC Vietnam team. It includes sections on getting to know each other, identifying team drivers of success, creating a team vision, and establishing team principles. The team is guided to discuss their ideal work environments, strengths, and keys to past success to determine three to five drivers that will motivate the team. They then develop a vision for the term and principles that reflect the drivers and members' values to structure their behaviors and guide their work.
This document provides guidelines for using the AIESEC logo on materials. It describes the logo's design elements and meaning. It specifies allowable color combinations for the logo and rules for maintaining clear space around it. Placement guidelines state the logo should be prominently displayed and cover 80% of materials, with a minimum height of 8mm on A4 pages. The global descriptor can be used underneath for additional context. The logo and guidelines must be followed consistently to strengthen the AIESEC brand identity.
This document provides an overview of AIESEC's brand experience toolkit. It discusses the history and evolution of AIESEC's global brand from the original brand promise introduced in 2004. The current brand experience framework includes the following elements: competitors, target audiences, physical manifestations, benefits, values, differentiator (youth driven impactful experience), and essence (activating leadership). It also introduces a filter tool to help assess how well new products or messages align with the brand experience. The goal is to strengthen AIESEC's global brand by ensuring all actions are consciously reflecting the intended experience for stakeholders.
This document outlines strategies for increasing engagement with AIESEC through various touchpoints and activities. It discusses (1) enabling more people to experience AIESEC in order to generate promoters who recommend AIESEC to others, (2) an engagement funnel involving experiences like ELD programs, micro experiences, and associate membership to create different types of promoters and customers, and (3) specific micro experiences, associate membership programs, and youth empowerment activities that provide value and enable contribution to AIESEC.
The document outlines an 8-step talent performance assessment flow for HR departments: 1) Establish organizational strategy and goals, 2) Plan department goals with team leaders, 3) Team leaders make plans with their teams, 4) Clarify job descriptions, 5) Create performance plans with objectives and development activities, 6) Define measurable performance metrics, 7) Conduct performance reviews, 8) Reward outstanding performance. The process is designed to align individual performance with organizational strategy from the team to leadership level.
The document summarizes key information about four capital cities in the United Kingdom: London, Cardiff, Edinburgh, and Belfast. It provides details about London's central business district, landmarks like Big Ben and Buckingham Palace, and districts like the East End. For Cardiff, it notes it is the capital and largest port of Wales, and contains landmarks like City Hall. Edinburgh is summarized as sitting on seven hills, containing the old and new towns, and its university being one of the oldest in Europe. Belfast is described as Northern Ireland's capital and a modern city situated near mountains and rivers.
The document describes Domino's digital marketing strategy for a holiday campaign called "What Brings Your Family Closer Over the Holidays?". The campaign aims to learn about customer families' holiday traditions and build a Domino's community for families to share with each other. Key tactics include using social media like Facebook, Instagram and Twitter to ask customers questions about their holiday plans and memories. A YouTube contest will award free pizza to families who upload videos sharing their holiday stories. The campaign budget is $118,000 over 3 months.
Η Πρωτοβουλία του Καταστατικού Χάρτη της Γης στην ΕλλάδαGeorge Markatatos
Παρουσίαση στο συνέδριο :"Γιορτή μαθητικής δημιουργίας 2015
Συνέδριο παρουσίασης και προβολής καινοτόμων προγραμμάτων σχολικών δραστηριοτήτων Α'/θμιας εκπαίδευσης Ηρακλείου για το σχολικό έτος 2014 -2015" της κ. Νέλλης Κωστούλα-Μακράκη, Αναπληρώτριας Καθηγήτριας Διδακτικής και Εκπαίδευσης για τη Βιώσιμη Ανάπτυξη, Παιδαγωγικού Τμήματος Δημοτικής Εκπαίδευσης Πανεπιστημίου Κρήτης, Υπεύθυνη της Πρωτοβουλίας του Καταστατικού Χάρτη της Γης στην Ελλάδα.
http://giorti15.blogspot.gr/
Το έργο “Σχολείο Χωρίς Στερεότυπα - Όλες Δυνατές, Όλοι Ίσοι” υλοποιείται στο πλαίσιο του προγράμματος
Active Citizens Fund, με φορέα υλοποίησης το Women On Top και εταίρους την Sociality και την Openous.
Το πρόγραμμα Active Citizens Fund, ύψους € 13,5 εκ., χρηματοδοτείται από την Ισλανδία, το Λιχτενστάιν
και τη Νορβηγία και είναι μέρος του χρηματοδοτικού μηχανισμού του Ευρωπαϊκού Οικονομικού Χώρου
(ΕΟΧ) περιόδου 2014 – 2021, γνωστού ως EEA Grants. Το πρόγραμμα στοχεύει στην ενδυνάμωση και την
ενίσχυση της βιωσιμότητας της κοινωνίας των πολιτών και στην ανάδειξη του ρόλου της στην προαγωγή
των δημοκρατικών διαδικασιών, στην ενίσχυση της συμμετοχής των πολιτών στα κοινά και στην προάσπιση
των ανθρωπίνων δικαιωμάτων. Τη διαχείριση της επιχορήγησης του προγράμματος Active Citizens Fund
για την Ελλάδα έχουν αναλάβει από κοινού το Ίδρυμα Μποδοσάκη και το SolidarityNow.
Διαβάστε περισσότερα εδώ: www.activecitizensfund.gr
Παρουσίαση του Οργανισμού Νεολαίας στα πλαίσια του μαθήματος των Νέων ελληνικών ( γεφύρωση ταξικών ανισοτήτων-διασφάλιση ίσων ευκαιριών στην εκπαίδευση)
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.
To be strategic, leaders must anticipate changes, think critically, interpret information, make decisions, align stakeholders, and learn from successes and failures. Specifically, the document recommends scanning the periphery for game-changing information, challenging assumptions, seeking patterns in diverse data, balancing speed and rigor in decisions, understanding hidden agendas, and encouraging honest feedback through debriefs.
2. Λίγα λόγια για την AIESEC
• Ο μεγαλύτερος, διεθνής, μη κυβερνητικός,
φοιτητικός οργανισμός στον κόσμο
• Ιδρύθηκε στο Βέλγιο το 1948
• Σε 124 χώρες και 2400 πανεπιστήμια,
περισσότερα από 90.000 μέλη
3. Λίγα λόγια για την
AIESEC Ο.Π.Α
• Το 1956 ιδρύθηκε από το ΟΠΑ η πρώτη
τοπική επιτροπή στην Ελλάδα
• Σήμερα υπάρχει σε 7 πανεπιστήμια στην
Ελλάδα
• Παραπάνω από 1900 φοιτητές μέσω της
AIESEC έζησαν μια διεθνή εμπειρία στην
Ελλάδα και στο εξωτερικό
5. Πώς το πετυχαίνουμε;
ΠλατφόρμαΔιεθνής Αξίες
Θετική συνεισφορά στην κοινωνία
Εξερευνήσουν τις ηγετικές τους
ικανότητες & προσωπικά
χαρακτηριστικά(leadership potential)
6. Πώς το πετυχαίνουμε;
Ενεργοποιούμε τους νέους ώστε να αναπτύξουν
συγκεκριμένα χαρακτηριστικά και να γίνουν το
είδος των ηγετών που φέρνουν την αλλαγή
7. “Significant demographic and societal changes,
fundamental technological advances and
continuous globalization, as well as complex multi-
stakeholder issues and resource scarcity define this
emerging context. These changing parameters
require new type of LEADERSHIP”
- At Davos 2013
Πώς το πετυχαίνουμε;
9. Τα προγράμματά μας
Διεθνές Πρόγραμμα Πρακτικής Άσκησης
Διεθνές Πρόγραμμα
Κοινωνικής Ανάπτυξης
ACT
Μέλος Ομάδας
ACT
Υπεύθυνος Ομάδας
10. Τι ζητά η σύγχρονη αγορά εργασίας
από τους νέους(cedefop);
Αλληλοσυμπλήρωση των εργασιακών
δραστηριοτήτων
(job sharing-synergy)
Ομαδική εργασία
(team work)
Δεξιότητες Αποτελεσματικής
Επικοινωνίας
(effective communication skills)
Ικανότητες οργάνωσης και διοίκησης
(organization and management skills)
Διαπολιτισμικές
Δεξιότητες
(cross-cultural skills)
Προσωπικές Ικανότητες
(personal skills )
11. Το explore (Διεθνές Πρόγραμμα Κοινωνικής Ανάπτυξης) είναι το πρόγραμμα
της AIESEC, στο οποίο αναπτύσσεις τις ηγετικές σου ικανότητες και τα
προσωπικά σου χαρακτηριστικά , βιώνοντας μία πρακτική εμπειρία στο
εξωτερικό, με σκοπό την κοινωνική δράση.
Το explore λαμβάνει χώρα σε σχολεία, μη κυβερνητικούς
οργανισμούς και Πανεπιστήμια.
12. Διοργάνωση εκπαιδευτικών δραστηριοτήτων
ανάπτυξη και ενδυνάμωση παιδιών και νέων.
Διδασκαλία αγγλικής γλώσσας (ή άλλων γλωσσών), τη
διαπολιτισμική κατανόηση και τον επαγγελματικό προσανατολισμό
και καθοδήγηση.
Οφέλη για το συμμετέχοντα
• ενθάρρυνση δημιουργικότητας και λήψης
αποφάσεων
• ανάπτυξη διαπροσωπικών ικανοτήτων
• ενδυνάμωση βιογραφικού
• ανάπτυξη προσωπικού δικτύου
• Πρακτική ενω είσαι ακόμη φοιτητής
• Αφήνεις το αντικτυπό σου στην χώρα
υποδοχής
Τι περιλαμβάνει το πρόγραμμα
• προετοιμασία μέσω σεμιναρίων στη
θεματική της εκπαίδευσης
• προετοιμασία για τη χώρα υποδοχής
• υποστήριξη κατά τη διάρκεια του
προγράμματος
• δυνατότητα συμμετοχής σε ομάδες της
AIESEC σε αντίστοιχους τομείς
13. Η ανάπτυξη ικανοτήτων
επιχειρηματικότητας μέσω
πρακτικής εμπειρίας σε ένα
διεθνές περιβάλλον.
Marketing Public Relations
Management Fund raising
Sales HR IT
• Παρουσιάσεις,
• σεμινάρια και εκπαιδευτικές,
• και διαδραστικές δραστηριότητες για
την έννοια της επιχειρηματικότητας
14. Τι περιλαμβάνει το πρόγραμμα
• δυνατότητα πρακτικής εξάσκησης
στη θεματική της
επιχειρηματικότητας
• προετοιμασία για τη χώρα
υποδοχής
• υποστήριξη κατά τη διάρκεια του
προγράμματος
• σύνδεση με πλατφόρμα για
ενημέρωση για ευκαιρίες που
αφορούν στην επιχειρηματικότητα
και συμμετοχή σου σε αυτές
• δυνατότητα συμμετοχής σε ομάδες
της AIESEC σε αντίστοιχους τομείς
Οφέλη για το συμμετέχοντα
• ανάπτυξη ικανοτήτων διαχείρισης
και οργάνωσης (business plan,
project management)
• διεθνής ομαδική εμπειρία στο
εξωτερικό
• πρακτική εμπειρία στον τομέα της
επιχειρηματικότητας
• ανάπτυξη δεξιοτήτων παρουσίασης
και επικοινωνιακών δεξιοτήτων
• ενδυνάμωση βιογραφικού
• ανάπτυξη προσωπικού δικτύου
• διάδραση με φορείς
επιχειρηματικότητας
15.
16.
17.
18. Πώς μπορούμε να συνεργαστούμε;
• Προώθηση ευκαιριών στους φοιτητές
o Ανακοινώσεις
o E-class
o Διαλέξεις
• Συμμετοχή σε εκδηλώσεις
• Συμβουλές για τη σχετικότητα του προγράμματος
• Αναγνώριση Πρακτικής