A disadvantage of our mobile society, regular fresh start in an unknown city. With every move we give up a part of our local network and we lose friends. The rebuilding takes time and is very difficult - especially since The move is often associated with a high commitment to the new job.
A good friend would be here but very helpful. baker, doctor, lawyer, butcher, Autovermierung, cleaners, auto mechanics, restaurants, pubs, football club, plumbers, Kindergraten, day care, school, swimming pool, where you meet people who ... everything must be re-evaluated and tested.
This is where the service to take ... "Rent a best friend" who is against a fixed fee, time available and the "new" should einführt.Selbstverständlich in its network to take place before a rough profile and interest matching - on - makes sense.
today gives Su Franke of Namics the HSLU about social media and the impact on internal communication and culture in companies . Quite a time and a quantum leap after reading the NN Award in 2006. 5 years ago we talked! nor of communications and news concepts we are talking about the cadence of news reports, missing publication borders, creation and editing of content as well as the separation or combination of internal and external communications. About a quantum leap . When I read that, I am already back on the next project - with the hope of organizational reality a little helping hand may be.
Intranet Award 2006 - 5 years since the NN Award and still not get bored. Even with the experience of a few years it is certainly not a web business veteran, but has already seen some. There are still key issues information structuring and identification of "killer applications", but makes the whole to be honest with Web / Business 2.0 Features simply more fun. Real Time Communications, Wiki, Blog, Twitter, feeds, Web, social media components, Collaboration and community facilities and the consistent workflow integration make today's Intranet to really digitalen Arbeitsplätzen.
ALTANA Pharma AG (Germany) Like many pharmaceutical companies, ALTANA Pharma’s future depends on research and development, not to mention sharing knowledge. So ALTANA Pharma articulated and delivered on a clear intranet design goal: to provide an overview of the organization so transparent that using it is intuitive not only for employees, but also for new hires.
The ALTANA team, Top row: Nicola Winterstein, Matthias Rohrbach, Bernd Schopp Bottom row: Harry Preis, Ernst Ammann, Thomas Link, Michael Pertek
Aber such a little look back - makes it quite fun.
It would probably be incomplete, a quick post on the administrative approach to writing and not to mention the Fayolsche bridge (footbridge). Fayol describes in his approach, the importance and uniqueness of the stages of appeal, which must be strictly adhered to (the unity line). In practice, however, has shown that the results of several reasons to unnecessary complexity.
- information is lost on its way through the
- Time-critical information to reach the question is not "in time"
- technical discussions are not possible in this way
- ; Unnecessary inclusion of non-involved persons
- high administrative and communication costs for simple problems in itself
Compliance with the official channels can (kann!) in consequence of certain constellations of decision making and information transmission can be counterproductive. The proposal to solve this dilemma is simple.
Fayolsche bridge
result is not the footsteps to follow, but to follow the direct route (similar to arrows). The big challenge is the definition of cases and additional duties, in which the Fayolsche bridge may be entered.
These include, in my view, all kinds of technical discussions and exchange of information. Decisions, which should have a purely technical background and scope of my opinion, always between the relevant experts will be developed and adopted. If these decisions are contrary to later decisions, it must necessarily have an informational the stages of appeal (official channels) occur. Generally requires the use of the bridge Fayolschen a delegation of responsibility to the affected area - and vice versa, consistent information from the affected area to supervisors. Thus, the operational structures (hierarchy) and a practical interest and power of decision into account.
Another classical approach is from Henri Fayol . He describes the organization as a definition of a structure that is logical in itself and is independent set of people (individuals). In such a "machine-like" system be used in accordance with the individual. The Characteristics and needs of employees found little consideration. The central content is the planning and management task. Fayol compares the organization of processes with the task of a technical architect who designed a system. In planning, he understands the prognosis of the future and the resulting preparation through organizational structures and action models. Thus, applies the basis of planning away from the existing (human) capabilities, to an ideal organization from a structural perspective.
Man plays in this type of organization is a purely executive role. He is fit into it and has to carry out coordination procedures, without being . Change This means that the employee is denied any room for action and development.
Fayol sets for the Administrative approach 14 Management Principles a basis from which I will mention eight:
division - more efficiency and better results by division of labor
authority and responsibility - first, the right instructions grant (authority) to give to others the power to the obedience (by organizational conventions), but at the same time, this requires responsible action by the relevant authority.
discipline - Obedience to all conventions.
unit of order placement - Only one person exercises control over an individual from - ie, matrix organizations are not possible.
unity of direction - All efforts are geared towards a defined goal.
centralization - All decisions have to be at a (central) city come together and taken.
hierarchy - The defined stages of appeal from top to bottom, align the decisions and communication.
order - Everything has its place and its allocated Role.
This formal organization regulates only the relations between "points" and not the relations between people. The decision is based on a reliable and predictable way of carrying out his commands.
The criticism of this approach is fundamental. Human relationships are left out of account, Definitions are not possible, empirical evidence is lacking, in dynamic environments is the organization too inflexible.
From today's perspective, focusing on the individual and staff with individual needs and the desire for further development and free design, this approach found little acceptance. Explanatory Recourse should, however, the history Fayol: He presented his theory on the basis of his experience as director of a French mine - in this environment was the changeability of the tasks and the need to adapt structures, where far less than expected in the modern organizations today and is lived.
Again I take the definition of power and domination from my last blog post 7th Classical - bureaucracy to approach again. [... Rule is defined as .. to find the opportunity for specific orders or instructions in a confined group (organization) of human obedience ... power, however, has an individual and unpredictable component].
What does this mean for working in teams where there is a great tension between collective and individual, and between individual responsibility and clear boundaries. That is where the positive definition of domination comes to fruition, it forms the guidelines for evolving teams.
a team as such does not work by itself. The individual members need to be aware of your role and the resulting demands have grown accordingly and accept this as an acceptable challenge. These tasks can be of different nature and depend very much on the person. A doorman has other motives as an individual Marketing staff. Both will make your job well, if their respective individual needs and strengths are covered by the role assignment. A team thrives on these differences, but it needs a common vision and goal to which all can be reduced.
For this reason, it is of crucial importance: to make
The work to be the starting point and not the team.
The exact definition of each role within the team and individual occupation of these.
The definition of who takes the most important tasks and is responsible for the results.
to train the staff to support and to check whether they can understand and live their own role.
to gain awareness about the strengths and weaknesses in the team - and to assess the development potential.
to give freedom, but this not to be individually extended.
to find sources of motivation of the team - and operate. A herd of cows
is basically a good and functioning community - but your only job is to feed it grass. Today's work environment has gone through several dimensions. It is important a team together, which both harmonious, but also critical. The only way to emerge and develop productive teams.
