Balanced Score Card
Die Balanced Score Card – eine Bewertungs- und Steuerungsinstrument zur strategischen Führung.
Yearly Archives: 2013
Nicht die Strategie ist der Engpass, sondern die Führung.
Nicht die Strategie ist der Engpass, sondern die Führung.
Wenn Unternehmen scheitern liegt es nicht an der falschen Strategie. Es fehlt ihnen an der notwendigen Flexibilität der Mitarbeiter und dafür bedarf es letztendlich einer guten Führung.
Die fünf „E“ (Elemente) des Lernens in Unternehmen
Die fünf „E“ (Elemente) des Lernens in Unternehmen
Es braucht nicht viel, um Veränderungen und Lernen in Unternehmen zu stoppen. Fünf Elemente des Lernens helfen neu Impulse auf den Weg zu bringen.
4 Seiten einer Nachricht im interkulturellen Dialog
Hilft das 4 Ohren Modell von Schulz von Thun auch im Umgang mit anderen Kulturen?
communications in work prozesses – SUZIBEKUFF
Developed by Ulrich Grannemann Communication in work processes can also be described as production of cognitions. Whether we are talking about conversations, meetings, workshops or entire projects the objective is always the creation of an intellectual product. The basic circle or rough structure of the communication can be described as Input – decision […]
reorganisation and co
Reorganisation and Co.. Changes – Now what? The significance of reorganisation and an example of a support format Alongside personality and family, work has existential significance. Massive turning points and disruptions in the workplace can sometimes lead to damage to a person’s satisfaction and fundamental motivation which is very difficult to repair. They can cause […]
accusation and wishes
A pearl of a sentence: The "basic hardware" of a conflict – whether it is of a professional or private nature – includes those involved making accusations of each other. However, not least thanks to their very structure, accusations are not a suitable way to cause the other person to change his behaviour. […]
conflict levels
Developed by Ulrich Grannemann There are three main types of conflict: 1. Factual conflicts The first level is the so-called factual, content or informational conflicts. Here, there are differences in the view of the world or of reality. There are differences in the scope, depth or even type of information about particular […]
basic agreement
A shared understanding of the basic tasks, responsibilities and decision-making authority is the basis of any organised work and the stabilising foundation of any cooperation. Because they form the basis of our basic understanding of our work, deficiencies in the basic agreement almost always lead to injuries on the relationship level and of course to […]
delegation
Preparatory questions for staff with management responsibility Eight W-rules for delegation: 1. What needs to be done (content)? What are the individual tasks to be achieved? What is the desired result? What are acceptable differences from the desired result? What difficulties can be expected? […]