Results & Atmosphere
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The document summarizes the key characteristics of samurai culture from 400 AD, including loyalty, self-sacrifice, justice, sense of shame, and martial spirit. It then discusses the highs and lows of samurai culture over time, including military victories in 1185 and 1293 and eventual decline. The document draws an analogy between the rise and fall of samurai culture and highs and lows experienced in AIESEC organizational cultures. It proposes that conducive cultures can drive results and presents a case study and culture models to consider for shaping AIESEC local committee cultures.
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Leadership, Culture,
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Chapter 3 Outline
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Dimensions of Organizational Culture
Different Types of Cultures
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A Cultural Perspective
Adaptive Culture
Clan Culture
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CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
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chapter 16
This document discusses organizational culture and how it develops and is sustained within organizations. It defines organizational culture as shared meanings represented through patterns of beliefs, symbols, rituals and practices. A dominant culture expresses core values shared by most members, while subcultures can form around common experiences. A strong culture is characterized by intensely held and widely shared core values that align with strategy, environment and technology to increase effectiveness. Culture acts as a substitute for formal controls by influencing employee behavior. Founders and top management impact culture through actions and decisions, while socialization and learning through stories, rituals, symbols and language transmit culture to new employees over time.
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Opportunities In [2]
AIESEC is a global student organization with opportunities for conferences, leadership roles, and international exchange experiences. Members can participate in over 350 conferences annually to network and gain training. Leadership roles are available locally as Executive Board members, nationally as Members Committee representatives, and globally as AIESEC International members. Exchange programs allow members to live and work abroad for 1-6 months. Functional areas within AIESEC include people development, external relations, and projects.
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Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
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Dimensions of Organizational Culture
Different Types of Cultures
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Clan Culture
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Bureaucratic Culture
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The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
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Communication
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CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
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Organizational culture plays an important role in decision making and problem solving. Leaders have a key role in shaping culture through rituals, symbols, and reinforcing core values. For lasting change, leaders must understand organizational culture and how to transform existing cultures. Understanding culture involves examining the shared beliefs, values, norms, identity, decision making frameworks, and behaviors that develop within an organization.
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3) An organization's culture involves values, symbolic elements, interactive elements like rituals, contextual elements from its history/location, and role elements like heroes and outlaws. Culture shapes behavior more than managers can change it.
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This document is a term paper on organizational culture written by Arbnor Hoxhaj in 2014 for a seminar course. It received the top mark of 10. The paper defines organizational culture and discusses various authors' perspectives on types of organizational culture, including Hofstede, O'Reilly, Chatman, Caldwell, Deal and Kennedy, and Schein. It also covers factors influencing organizational culture, communicative indicators, strong versus weak cultures, and the impacts and challenges of cultural change. The paper provides a comprehensive overview of key concepts and models in the field of organizational culture.
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Creating and Sustaining a Business Culture establishes a framework for how leaders can build and sustain a great organizational culture. An organization's culture is its roots, the principles and practices which feed its employees and drives customer loyalty. This presentation starts off by framing the importance of culture to an organization's success and follows with a look at the critical elements that go into building and sustaining a powerful business culture, one that provides a competitive advantage for the organization.
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This document discusses organizational culture and how it develops and is sustained within organizations. It defines organizational culture as shared meanings represented through patterns of beliefs, symbols, rituals and practices. A dominant culture expresses core values shared by most members, while subcultures can form around common experiences. A strong culture is characterized by intensely held and widely shared core values that align with strategy, environment and technology to increase effectiveness. Culture acts as a substitute for formal controls by influencing employee behavior. Founders and top management impact culture through actions and decisions, while socialization and learning through stories, rituals, symbols and language transmit culture to new employees over time.
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Goal Setting Ppt
This document outlines questions for personal reflection on goals, skills, and opportunities. It prompts the reader to consider their personal goals over the next few years and long term, the skills needed to achieve those goals, and how to leverage opportunities through AIESEC to develop those skills. The overall aim is for individuals to develop a plan to work on skills that will help them achieve their goals and find happiness.
Opportunities In [2]
AIESEC is a global student organization with opportunities for conferences, leadership roles, and international exchange experiences. Members can participate in over 350 conferences annually to network and gain training. Leadership roles are available locally as Executive Board members, nationally as Members Committee representatives, and globally as AIESEC International members. Exchange programs allow members to live and work abroad for 1-6 months. Functional areas within AIESEC include people development, external relations, and projects.
Ep Intro
This document outlines the agenda for an International Experience Track event. The objectives are to get to know others preparing for or currently in an international experience, enable discussion and reflection, and have fun building a positive spirit. The agenda includes sessions on AIESEC globally, stereotyping and culture, life abroad, and a cultural movie night. It aims to provide an environment where participants can actively learn from each other and develop their potential to positively impact society through international experiences.
Citius The Derdians
The document provides instructions for a simulation game where delegates are divided into two groups - "Experts" and "Derdians". The Experts must work with the Derdians to build a paper bridge in 30 minutes. However, the Derdians have a unique culture with rules around touching, greetings, saying yes/no, and gender roles for tools that could complicate the project. The game is meant to teach delegates about cross-cultural communication and international cooperation skills. Facilitators are advised to introduce the game professionally and have a discussion afterwards to emphasize how such skills are important for careers requiring global engagement.
Walk D Talk
The document summarizes the performance of AIESEC Denmark from January 2008 to September 2008. It provides statistics on the number of exchanges realized, members, leadership positions, and goals for the year and beyond. Specifically:
- AIESEC Denmark realized 67 exchanges and had 8 members in leadership positions from July to September 2008.
- Their goals for July 2008 to June 2009 were 67 exchanges realized and 212 members.
- They saw an 80% growth in exchanges from July to September 2008 compared to the same period in 2007.
Managing Performance
1. The document discusses performance management in AIESEC and how it is used to track progress towards goals.
2. It presents a case study of a local committee called "Moreissue" that aims to realize 20 exchanges by July 2009 but currently has a gap of 20 exchanges.
3. Potential solutions are proposed to close the gap, including an IT program, summer program, and internal alumni promotion. Key actions, timelines, and metrics are outlined to implement the solutions and track performance.
Aiesec Globally
AIESEC is a global nonprofit organization present in 107 countries across 6 regions. Over the past 60 years it has facilitated over 5000 exchanges and 6000 leadership opportunities for its 33,000 members through 350 annual conferences. The top 10 countries by member numbers are India, China, Poland, Turkey, Germany, the Netherlands, Brazil, the United States, the United Kingdom, and Romania.
Modetemplate Eb
This document outlines the priorities and tasks from last week and next week, including professional and personal goals, expected outcomes, and needs from others. It also includes a section to discuss points for discussion and recognize a team member.
Time Management New
This document provides guidance on time management. It discusses distinguishing between big and small tasks, creating a time management matrix to plan your week, and identifying habits that waste time like social media or television. A key part of the plan is to enter your current tasks and daily habits into a matrix to help prioritize big things over small things and eliminate time wasters so you can get more important things done.
Matrix Handout
This document divides tasks into four quadrants based on their importance and urgency. Important and urgent tasks fall in the "manage" quadrant and require focus, while unimportant tasks that are not urgent fall in the "avoid" quadrant as they are a waste of time or involve deception.
Project Citius
A project is characterized by a goal and sequence of activities to address a socio-economic issue. Key elements include the issue, a framework or plan, opportunities for international exchange and learning. Projects must meet minimum criteria such as realizing at least six exchanges and having a project plan and budget. Successful planning involves timelines, recruiting exchanges, cultural and learning events, and evaluation. Projects are coordinated by a team with coaching from the executive board to ensure accountability and information sharing according to the timeline.
Sales Training Public Version
This document summarizes a sales training session that discusses personality types, the sales conversation process, and challenges in sales. The sales conversation is broken down into four phases: contact, information, solution, and closing. Each phase has distinct objectives to build rapport, gather information, present solutions, and close the sale. Common challenges that can prevent sales success are also presented, such as a lack of clear goals, preparation, data management, and competencies. The training aims to help participants improve their sales skills and performance.
Conflict Management
The document discusses the nature and causes of conflict, as well as strategies for managing conflict constructively. It defines conflict as contradictory values, perspectives or opinions between two or more parties. Conflict is inevitable and can be positive when managed well, but becomes a problem when it hampers productivity or lowers morale. The document then outlines types of managerial actions that can cause workplace conflicts, such as poor communication or inconsistent leadership. It provides steps that managers can take to minimize conflicts, like clarifying job descriptions and building employee relationships. Finally, the document discusses different approaches for dealing with internal conflicts and resolving conflicts with other parties, emphasizing the importance of understanding different perspectives, finding areas of agreement, and working together to address issues rather than
Communication
The document discusses communication, providing definitions and discussing key aspects like the sender, message, medium, and recipient. It presents a basic communication model and provides examples of how it applies to real-life situations. It also discusses strategies for AIESEC's external, student, and university relationships and how understanding strengths and weaknesses can help improve communication.
eSynergy
This document provides instructions for adding and editing company data within the E-Synergy system. There are several types of companies that can be added, including contacted, customer, visited, and uncontacted. When adding a new company, the user selects the type and fills in fields with the company's name, address, phone number, and details of the contacted person. To edit an existing company, the user searches for the company and clicks "edit" to modify the stored information before saving changes. The guidelines aim to help users effectively manage company data to track sales activities like calls and meetings.
Account Management
The document discusses key elements of effective account management: (1) identifying the key decision makers in an account and their unique needs; (2) developing a tailored action plan with clear steps, resources, metrics and milestones; (3) creating a coaching plan to ensure sales reps receive needed support. An effective account management process provides sales reps with clarity on tasks and consistently produces profitable results. The document also describes a simulation where groups develop account management suggestions and receive feedback to improve their approach.
Account Management
Account management involves maintaining and expanding mutually beneficial relationships with partners over the long term. It focuses on going above and beyond to deliver excellent service. Effective account management can result in happy interns and companies, long-term partnerships, more referrals, and positive experiences. Key actions include understanding partners' needs, developing customized account plans and profiles, regular communication, and customizing relationships. The goal is strong, quality partnerships that benefit both parties over time.
Self Discovery
Self-discovery is important for understanding yourself, assessing your competencies, and creating a path to achieve your objectives. It involves self-assessment to discover how to effectively reach your goals. While self-discovery takes courage and determination, it empowers you to make different choices that enable success however you define it. Tracking your competencies through tools provided by your experience can support your personal development as a change agent.
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This research dissertation investigates the complex interplay between transportation and the tourism industry in Nigeria, aiming to unravel critical insights that contribute to the enhancement of the overall tourist experience. The study employs a multi-faceted approach, literature review establishes a robust theoretical framework, incorporating The Service Quality and Satisfaction Theory to guide the research questions and hypotheses.
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Wayanad-The-Touristry-Heaven to the tour.pptx
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Results & Atmosphere
- 2. Ice Breaker
- 5. The Highs and Lows of the Culture Culture in the Past 1185 AD, Samurai win the Naval war 1293 AD, Samurai victoriously face the Mongols during the Mongol invasion of Japan Modernization of Samurai and beginning of eventual decline … 1854 … Decline during Emperor Meiji’s regime abolishing Samurai rights … 1867
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- 9. Culture Models Iceberg Model