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Popravki za EVOLI

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pero1203 2020-08-18 11:58:30 +02:00
parent b578a6f7d9
commit 0ba18ef091
19 changed files with 3328 additions and 328 deletions
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3
admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_ang.R
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@ -66,7 +66,8 @@ data <- read.csv2(
sep = ";",
header = T,
fill = T,
stringsAsFactors = FALSE
stringsAsFactors = FALSE,
encoding = 'UTF-8'
)
if (data[1, 1] == ("Ustreznost") |

6
admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_dan.R
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@ -419,6 +419,7 @@ for(i in 1:(length(oddelki$ime) + 1)) {
# Specifikacija teme
theme_bw() +
guides(fill=guide_legend(ncol=2)) +
theme(
axis.line = element_blank(),
panel.grid.major = element_blank(),
@ -639,6 +640,7 @@ for(i in 1:(length(dejavniki))){
# Specifikacija teme
theme_bw() +
guides(fill=guide_legend(ncol=2)) +
theme(
axis.line = element_blank(),
panel.grid.major = element_blank(),
@ -781,9 +783,9 @@ skupaj_tex <- c(
Hmisc::latexTranslate(organisation),
"\\end{center}",
tabela_tex,
"\\chapter{Virksomhedens Employeeship m\u00E5ler}",
"\\chapter{\\Large \\textbf{Virksomhedens Employeeship m\u00E5ler}}",
grafi_oddelkov_tex,
"\\chapter{Virksomhedens Employeeship faktorer}",
"\\chapter{\\Large \\textbf{Virksomhedens Employeeship faktorer}}",
"\\begin{center}",
"\\textbf{Team resultater for hver af de 14 Employeeship faktorer}",
"\\end{center}",

7
admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_slo.R
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@ -70,7 +70,8 @@ data <- read.csv2(
sep = ";",
header = T,
fill = T,
stringsAsFactors = FALSE
stringsAsFactors = FALSE,
encoding = 'UTF-8'
)
# Ce je v prvem stolpcu prve vrstice "Ustreznost" ali "Relevance" potem prvo vrstico odstranimo
@ -777,9 +778,9 @@ skupaj_tex <- c(
Hmisc::latexTranslate(organisation),
"\\end{center}",
tabela_tex,
"\\chapter{Organizacijski Employeeship meter}",
"\\chapter{\\Large \\textbf{Organizacijski Employeeship meter}}",
grafi_oddelkov_tex,
"\\chapter{Organizacijski dejavniki Employeeshipa}",
"\\chapter{\\Large \\textbf{Organizacijski dejavniki Employeeshipa}}",
"\\begin{center}",
"\\textbf{Timske ocene za vsakega od 14 organizacijskih dejavnikov Employeeshipa}",
"\\end{center}",

1604
admin/survey/modules/mod_EVOLI/R/Evoli_teamship_meter_ang.R Normal file
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104
admin/survey/modules/mod_EVOLI/R/my_functions_teamship.R Normal file
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@ -0,0 +1,104 @@
#---------------- Load some useful functions ----------------#
# Funkcija števila z .5 zaokroži navzgor
# Sprejme decimalno število, vrne celo število
# (glej "Sintaksa ankete Teamship 23072019 - FDV (1).xlsx")
round2 = function(x) {
x <- round(x, 1)
# Najprej rekodiramo rezultate kot želi stranka: glej xlsx file
x <- ifelse(x >= 4.9, 5,
ifelse(x >= 4.1 & x <= 4.8, 4,
ifelse(x >= 3.1 & x <= 4.0, 3,
ifelse(x >= 2.1 & x <= 3.0, 2,
ifelse(x >= 1.3 & x <= 2.0, 1, NA)))))
return(x)
}
# Funkcija šumnike nadomesti z ustreznimi unicode znaki za rabo na 1KA serverju
# Sprejme vektor, vrne popravljen vektor
replace.characters <- function(vector.to.tidy){
vector.to.tidy <- gsub("-", "", vector.to.tidy)
vector.to.tidy <- gsub(" ", "", vector.to.tidy)
vector.to.tidy <- gsub("\u010C", "C", vector.to.tidy)
vector.to.tidy <- gsub("\u0160", "S", vector.to.tidy)
vector.to.tidy <- gsub("\u017D", "Z", vector.to.tidy)
vector.to.tidy <- gsub("\u010D", "c", vector.to.tidy)
vector.to.tidy <- gsub("\u0161", "s", vector.to.tidy)
vector.to.tidy <- gsub("\u017E", "z", vector.to.tidy)
vector.to.tidy <- gsub("\u017E", "z", vector.to.tidy)
vector.to.tidy <- gsub("[(\\...\\,)]", "", vector.to.tidy)
return(vector.to.tidy)
}
# Funkcija sprejme vektor in za è-jem doda presledek
# Sprejme vektor, vrne popravljen vektor
tidy.c.space <- function(vector.to.tidy){
vector.to.tidy <- gsub("\u010C", "\u010C ", vector.to.tidy)
vector.to.tidy <- gsub("\u010D", "\u010D ", vector.to.tidy)
return(vector.to.tidy)
}
# Funkcija pripravi podatke za risanje grafa. Skalira podatke za faktor 5/4
# Sprejme data frame in spremenljivko, vrne data frame (frekvence in odstotki)
prep.dat <- function(df, variable) {
df <- round2(rowMeans(df[, variable], na.rm = TRUE) / 4 * 5)
df <- data.frame(prop.table(table(df)) * 100)
names(df)[1] <- "Frequency"
names(df)[2] <- "Percentage"
return(df)
}
# Funkcija poimenuje stolpce v grafu za razvrstitev rezultatov
# Sprejme data frame in številène oznake, vrne opisne oznake
labScore <- function(df, labelord) {
df$label <- ifelse(df$Frequency == 1, "Unacceptable",
ifelse(df$Frequency == 2, "Insufficient",
ifelse(df$Frequency == 3, "Average",
ifelse(df$Frequency == 4, "Good",
ifelse(df$Frequency == 5,
"Excellent", NA)))))
# Imena, po katerih bomo razvrstili stolpce v grafih
df$name <- labelord
return(df)
}
# Funkcija poimenuje stolpce v grafu za razvrstitev rezultatov
# Sprejme data frame in številène oznake, vrne opisne oznake
las_labScore <- function(df) {
df$label <- ifelse(df$Frequency == 1, "Unacceptable",
ifelse(df$Frequency == 2, "Insufficient",
ifelse(df$Frequency == 3, "Average",
ifelse(df$Frequency == 4, "Good",
ifelse(df$Frequency == 5,
"Excellent", NA)))))
return(df)
}
#---------------- Load some useful functions ----------------#

1
admin/survey/modules/mod_EVOLI/R/my_functions_v2.R
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@ -45,7 +45,6 @@ replace.characters <- function(vector.to.tidy){
vector.to.tidy <- gsub("\u010D", "c", vector.to.tidy)
vector.to.tidy <- gsub("\u0161", "s", vector.to.tidy)
vector.to.tidy <- gsub("\u017E", "z", vector.to.tidy)
# Danski znaki
vector.to.tidy <- gsub("\u00C6", "A", vector.to.tidy)
vector.to.tidy <- gsub("\u00C5", "AE", vector.to.tidy)

62
admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-organizacijski_employeeship.tex
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@ -1,52 +1,8 @@
% 1. STRAN PO GRAFIH
\chapter{Kako uporabiti to orodje}
\ \\
\begin{center}
{\Large \textbf{Kako lahko organizacija uporabi orodje Organizacijski \\
Employeeship meter}}
\begin{minipage}{0.8\linewidth}
\ \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Skupne rezultate “Organizacijskega Employeeship metra” \\
morajo pazljivo obravnavati povsod v organizaciji. Vsak bi moral \\
biti povabljen, da naredi predloge, ideje in poglede, ki jih nato \\
nadalje obravnavate na sestanku menedžmenta. \\
Rezultat sestanka naj bo konkreten načrt za ohranjanje in \\
razvijanje kulture Employeeshipa znotraj celotne organizacije. \\
\item “Organizacijski Employeeship meter” bi moral biti uporabljen \\
enkrat na leto. Orodje je prav tako lahko uporabljeno kot orodje \\
za primerjanje (benchmarking), da lahko ugotovite spremembe \\
in uspešnost.
\end{itemize}
\ \\
\end{minipage}
\end{center}
\begin{center}
{\Large \textbf{Kako lahko posameznik uporabi orodje \\
Organizacijski Employeeship meter}} \\
\begin{minipage}{0.8\linewidth}
\ \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Vsak zaposleni bi moral natančno proučiti poročilo \\
“Organizacijski Employeeship meter”. Tako bo povečal svoje \\
zavedanje o področjih, v katerih bi se z vidika zaposlenega \\
morali razvijati sistemi in politike organizacije. \\
\item Vsak zaposleni bi moral narediti predloge za izboljšanje \\
obstoječih sistemov in politik. \\
\item Ko so uvedeni novi sistemi in politike, bi moral vsak zaposleni \\
brez odlašanja prispevati k njihovi implementaciji. To lahko \\
naredi, na primer, preko dajanja povratnih informacij o tem, ali \\
novi sistemi in politike delujejo, kot je bilo načrtovano. \\
\end{itemize}
\end{minipage}
\end{center}
\newpage
% 2. STRAN PO GRAFIH
\chapter{Nadaljnji predlogi za kulturo Employeeshipa}
\chapter{\Large \textbf{Nadaljnji predlogi za kulturo Employeeshipa}}
\begin{center}
\begin{minipage}{0.8\linewidth}
\ \\
@ -98,8 +54,8 @@ napredovanju in delovanju med menedžerjem in člani tima.
Orodje za analiziranje, ocenjevanje in razvijanje kulture \\
Employeeshipa v timu in celotni organizaciji.
\\ \\
S pomočjo “Timskega Employeeship metra” lahko ugotovite kulturo \\
Employeeshipa in ga uporabite za ocenjevanje “zdravstvenega stanja” \\
S pomočjo "Timskega Employeeship metra" lahko ugotovite kulturo \\
Employeeshipa in ga uporabite za ocenjevanje "zdravstvenega stanja" \\
v timu in organizaciji.
\\ \\
Orodje je preprost, hiter in praktičen pripomoček za vodje in \\
@ -107,12 +63,12 @@ zaposlene, s katerimi ugotovijo področja, ki potrebujejo spremembe ali \\
poglobljeno analizo.
\\ \\
Kadar so vsi zaposleni globoko predani preživetju in razvoju \\
organizacije – in torej izkazujejo Employeeship – lahko rečemo, da \\
organizacije -- in torej izkazujejo Employeeship -- lahko rečemo, da \\
imajo timi in organizacija kulturo Employeeshipa.
\\ \\
Timski Employeeship meter opisuje enajst dejavnikov, ki tvorijo del \\
ocene o tem, ali odnos in vedenje zaposlenih izražata Employeeship. \\
Teh enajst dejavnikov sestavlja tudi “Osebni Employeeship meter”.
Teh enajst dejavnikov sestavlja tudi "Osebni Employeeship meter".
\end{minipage}
\end{center}
@ -182,7 +138,7 @@ Orodje za analiziranje, ocenjevanje in \\
razvoj kulture Employeeshipa v timu in \\
celotni organizaciji, znotraj enajstih \\
dejavnikov Employeeshipa. \\
Orodje je preprosta in hitra prva pomoč \\
\hspace*{0.8\baselineskip} Orodje je preprosta in hitra prva pomoč \\
za menedžment in zaposlene, da \\
identificirajo področja, na katerih je \\
potrebna sprememba ali bolj detajlna \\
@ -199,8 +155,8 @@ Claus M{\o}ller Consulting pomaga organizacijam meriti, izboljševati in upravlj
produktivnost, odnose, kakovost in voditeljstvo.
\end{center}
\begin{center}
Claus M{\o}ller Consulting izvaja govore, izobraževanje vodij, prikrojene seminarje potrebam \\
podjetij, menedžerski coaching in on-line diagnostična orodja za podjetja in organizacije po \\
Claus M{\o}ller Consulting izvaja izobraževanje vodij, prikrojene seminarje potrebam podjetij, \\
menedžerski coaching, govore in on-line diagnostična orodja za podjetja in organizacije po \\
vsem svetu. Z njimi omogoča doseganje dolgoročnih rezultatov na osebni, timski in \\
organizacijski ravni.
\end{center}

87
admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-organizacijski_employeeship_dan.tex
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@ -3,19 +3,19 @@
\begin{center}
{\Large \textbf{Sådan anvender virksomheden værktøjet \\
"Virksomhedens Energimåler"}}
"Virksomhedens Employeeship måler"}}
\begin{minipage}{0.8\linewidth}
\ \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Det samlede resultat af "Virksomhedens Energimåler" \\
diskuteres grundigt overalt i virksomheden. Alle inviteres til \\
at komme med forslag, ideer og synspunkter, som \\
behandles på et ledermøde. Mødet munder ud i en konkret \\
plan for at fastholde og udvikle Employeeship kulturen. \\
\item"Virksomhedens Energimåler" bør anvendes en gang om \\
året. Værktøjet kan også bruges til at registrere \\
forandringer og succeser.
\item Det samlede resultat af "Virksomhedens Employeeship måler" \\
diskuteres grundigt overalt i virksomheden. Alle inviteres til at \\
komme med forslag, ideer og synspunkter, som behandles på et \\
ledermøde. Mødet munder ud i en konkret plan for at fastholde og \\
udvikle Employeeship kulturen.\\
\item "Virksomhedens Employeeship måler" bør anvendes en gang om \\
året. Værktøjet kan også bruges til at registrere forandringer og \\
succeser.
\end{itemize}
\ \\
@ -23,21 +23,21 @@ forandringer og succeser.
\end{center}
\begin{center}
{\Large \textbf{Sådan anvender den enkelte værktøjet \\
"Virksomhedens Energimåler"}} \\
"Virksomhedens Employeeship måler"}} \\
\begin{minipage}{0.8\linewidth}
\ \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Hver ansat gennemgår nøje sin egen besvarelse af \\
"Virksomhedens Energimåler". Derved opnås en bevidsthed \\
om, på hvilke områder virksomhedens systemer og \\
politikker efter den ansattes opfattelse bør udvikles. \\
\item Hver ansat kommer med forslag til forbedring af de \\
bestående systemer og politikker. \\
\item I takt med at de nye systemer og politikker introduceres, \\
medvirker hver ansat til en hurtig implementering. Blandt \\
andet ved at give tilbagemelding om hvorvidt de nye \\
systemer og politikker fungerer efter hensigten.
\item Hver ansat gennemgår nøje sin egen besvarelse af "Virksomhedens \\
Employeeship måler". Derved opnås en bevidsthed om, på hvilke \\
områder virksomhedens systemer og politikker efter den ansattes \\
opfattelse bør udvikles. \\
\item Hver ansat kommer med forslag til forbedring af de bestående \\
systemer og politikker. \\
\item I takt med at de nye systemer og politikker introduceres, medvirker \\
hver ansat til en hurtig implementering. Blandt andet ved at give \\
tilbagemelding om hvorvidt de nye systemer og politikker fungerer \\
efter hensigten.
\end{itemize}
\end{minipage}
\end{center}
@ -45,18 +45,18 @@ systemer og politikker fungerer efter hensigten.
\newpage
% 2. STRAN PO GRAFIH
\chapter{Employeeship kultur - anbefalinger}
\chapter{\Large \textbf{Employeeship kultur - anbefalinger}}
\begin{center}
\begin{minipage}{0.8\linewidth}
\ \\
For at fastholde og udvikle en Employeeship kultur anbefaler vi \\
kraftigt, at I også bruger de to andre Energimålere: \\
kraftigt, at I også bruger de to andre Employeeship målere: \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\addtolength{\itemindent}{2.2cm}
\item Personlig Energimåler
\item Team Energimåler
\item Personlig Employeeship måler
\item Team Employeeship måler
\end{itemize}
\end{minipage}
@ -70,7 +70,7 @@ kraftigt, at I også bruger de to andre Energimålere: \\
\ \\ \\
Et værktøj til at kortlægge, vurdere og udvikle en persons \\
Employeeship holdning og adfærd. \\
Værktøjet er først og fremmest tænkt som et hjælpemiddel, du \\
\hspace*{0.8\baselineskip} Værktøjet er først og fremmest tænkt som et hjælpemiddel, du \\
kan anvende til at vurdere og udvikle dig selv. Imidlertid kan \\
værktøjet også anvendes af dig til at vurdere og hjælpe andre. \\
Eller det kan anvendes af andre til at vurdere og hjælpe dig.
@ -93,13 +93,13 @@ mellem teamledere og teammedarbejdere.
% 3. STRAN PO GRAFIH
\begin{center}
{\Large \textbf{Team Energimåler}}
{\Large \textbf{Team Employeeship måler}}
\begin{minipage}{0.8\linewidth}
\ \\ \\
Et værktøj til at kortlægge, vurdere og udvikle afdelingens og \\
hele virksomhedens Employeeship kultur. \\
"Team Energimåler" kan anvendes til at vurdere afdelingens eller \\
hele virksomhedens "sundhedstilstand" ved at kortlægge \\
"Team Employeeship måler" kan anvendes til at vurdere afdelingens \\
eller hele virksomhedens "sundhedstilstand" ved at kortlægge \\
Employeeship kulturen. \\
Værktøjet er en enkel og hurtig hjælp til ledelse og medarbejdere \\
til at identificere områder, hvor en forandring eller en mere \\
@ -111,15 +111,17 @@ teams og hele virksomheden har en Employeeship kultur.
\\ \\
Team Energimåler beskriver 11 faktorer, der indgår i vurderingen \\
af, om en ansat i holdning og adfærd udviser Employeeship. De \\
samme 11 faktorer indgår også i værktøjet "Personlig \\
Energimåler".
samme 11 faktorer indgår også i værktøjet "Employeeship \\
måler".
\end{minipage}
\end{center}
\newpage
% 4. STRAN PO GRAFIH
{\LARGE \textbf{Virksomhedens Energimåler}}
\begin{center}
{\LARGE \textbf{Virksomhedens Employeeship måler}}
\end{center}
\ \\ \\
\begin{minipage}[t]{0.54\textwidth}
Et værktøj til at måle, hvorvidt \\
@ -135,7 +137,7 @@ energi, har du følgende muligheder:
\\ \\
\textbf{1. Kontakt Claus Møller Consulting} \\
for at få detaljeret mundtlig eller \\
skriftelig feedback – eller coaching.
skriftelig feedback -- eller coaching.
\\ \\
\textbf{2. Læs bogen Employeeship} \\
Denne bog belyser hvad der skal til for \\
@ -166,12 +168,12 @@ For at lære mere om følelsesmæssig \\
intelligens og hvordan det kan bruges af \\
dig, dit team og din virksomhed.
\\ \\
\textbf{5. Brug Personlig Energimåler} \\
\textbf{5. Brug Personlig Employeeship måler} \\
til at kortlægge, vurdere og udvikle \\
Employeeship holdning og adfærd i de \\
ansattes personlige liv.
\\ \\
\textbf{6. Brug Team Energimåler} \\
\textbf{6. Brug Team Employeeship måler} \\
Et værktøj til at kortlægge, vurdere og \\
udvikle afdelingens og hele \\
virksomhedens Employeeship kultur \\
@ -189,15 +191,16 @@ dit team og i din virksomhed.
\end{minipage}
\ \\
\begin{center}
Claus Møller er en af verdens førende ledelseskonsulenter, -talere og -forfattere. Han tilbyder \\
åbne og virksomhedstilpassede kurser, korte eller længere inspirationstaler, lederuddannelse, \\
coaching og online diagnostik værktøjer. Derudover kan Claus også uddanne og træne din \\
virksomheds interne uddannelseskonsulenter og certificere dem i brugen af hans koncepter \\
som Employeeship, Personlig Kvalitet, En reklamation er en Gave, og Putting People First. \\
Gennem mere end 40 års virke har Claus bevist, at han er Danmarks største ny skaber inden \\
for ledelsestænkning og har hjulpet nogle af Danmarks og verdens førende virksomheder med \\
at udvikle og implementere innovativ ledelsesstrategi.
Claus Møller Consulting hjælper organisationer med at måle, forbedre og styre \\
produktivitetenr relationerne, kvaliteten og lederskabet.
\end{center}
\\
\begin{center}
CMC tilbyder foredrag, undervisning I ledelse, skræddersyede seminarer, ledelsescoaching, og \\
online diagnoseværktøjer og tests til at gøre virksomheder i stand til at skabe resultater på \\
personligt, team- og organisationsniveau.
\end{center}
\begin{center}
\includegraphics[width=5.5cm]{../latexkosi/logo/CMC.png}

36
admin/survey/modules/mod_EVOLI/latexkosi/employeeship_text.tex
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@ -1,37 +1,4 @@
% Organisational Employeeship Meter, English report
\begin{center}
\begin{minipage}{0.7\linewidth}
\chapter{\Large \textbf{How to use this tool}}
\begin{center}
\vspace*{\baselineskip}
{\large \textbf{How the organisation can use the Organisational Employeeship Meter tool}}
\end{center}
\begin{flushleft}
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}
\item The overall result of the "Organisational Employeeship Meter" should be carefully discussed everywhere in the organisation. Everybody should be invited to come up with suggestions, ideas and views which are then discussed further in a management meeting. The meeting should result in a concrete plan for maintaining and developing the Employeeship culture, within the whole organisation. \bigskip
\item The "Organisational Employeeship Meter" should be used once a year. The tool can also be used as a benchmarking tool to determine any changes and successes.
\end{itemize}
\bigskip
\begin{center}
{\large \textbf{How the individual can use the Organisational Employeeship Meter tool}}
\end{center}
\begin{itemize}
\item Every employee should carefully study the results of the "Organisational Employeeship Meter". This will increase awareness of the areas in which the systems and policies of the organisation should be developed from the employee's point of view. \bigskip
\item Every employee should make suggestions for improvements to the existing systems and policies. \bigskip
\item As the new systems and policies are introduced, every employee should contribute to their implementation without delay. This can -- for example -- be done by giving feedback as to whether the new systems and policies work as intended.
\end{itemize}
\end{flushleft}
\end{minipage}
\end{center}
% NEW PAGE
@ -185,7 +152,8 @@ to accurately assess and develop the Emotional Intelligence of your team and you
Claus M{\o}ller Consulting helps organisations to measure, improve and manage
productivity, relationships, quality and leadership. \\
\bigskip
Claus M{\o}ller Consulting offers keynote addresses, leadership education, tailored seminars, executive coaching, and online diagnostic tools to companies and organisations worldwide to \\ enable them to achieve long--lasting results on personal, team and organisational level.
Claus M{\o}ller Consulting offers keynote addresses, leadership education, tailored seminars, executive coaching, and online diagnostic tools to companies and \\
organisations worldwide to enable them to achieve long--lasting results on personal, team and organisational level.
\end{center}
\end{minipage}
\end{center}

111
admin/survey/modules/mod_EVOLI/latexkosi/glava-evoli_klima_slo.tex
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@ -111,7 +111,7 @@
\hypersetup{
colorlinks=true,
linkcolor=black,
urlcolor=blue, %Url naslov bo obarvan s črno barvo
urlcolor=black, %Url naslov bo obarvan s črno barvo
pdfstartview={XYZ null null 1},
pdftitle={naslov!}
}
@ -222,7 +222,7 @@ Test \textit{Klima kakovost} je orodje, oblikovano za spremljanje, \\
in vaši organizaciji. Rezultati testa vam bodo pomagali, \\
da spoznate in razvijate vašo kulturo kakovosti.
\\ \\
Klima kakovosti Clausa M{\o}llerja je »termometer«, ki pomaga \\
Klima kakovosti Clausa M{\o}llerja je "termometer", ki pomaga \\
določiti zdravstveno stanje tima v vsakem trenutku. Termometer \\
lahko pokaže zdravstveno stanje tudi celotne organizacije.
\\ \\
@ -256,7 +256,7 @@ Timsko kakovost lahko opredelimo kot \\
doseganje zahtev in pričakovanj do tima \\
tako v timu kot zunaj njega. Tako kot ljudje \\
tudi timi in organizacije potrebujejo \\
redne »zdravstvene« preglede. \\
redne "zdravstvene" preglede. \\
\hspace*{0.8\baselineskip}Ni vedno nujno sprožiti vsestranske in \\
cenovno zahtevne raziskave. Preprosti \\
pregledi lahko dajo enake rezultate kot \\
@ -266,7 +266,7 @@ cenovno zahtevne raziskave. Preprosti \\
kjer je to resnično potrebno. \\ \\
\textit{Klima kakovosti} je timski indikator ali \\
»termometer«, ki pomaga določiti zdravstveno\\
"termometer", ki pomaga določiti zdravstveno\\
stanje tima v določenem trenutku. \\
\textit{ Klima kakovosti} lahko tudi pokaže \\
zdravstveno stanje celotne organizacije.
@ -285,12 +285,12 @@ Predpogoj, da organizacija in vsi njeni timi \\
dosegajo zahteve in pričakovanja drugih, je, \\
da zaposleni lahko delajo in hočejo delati \\
po najboljših močeh.
\\ \\
\\
\hspace*{0.8\baselineskip}Za ustvarjanje situacije, v kateri se vsi \\
zaposleni predajo uspehu tima tako s \textbf{srcem} \\
kot \textbf{razumom}, ni dovolj, da tim le dosega \\
zunanje zahteve in pričakovanja. \\ \\
zunanje zahteve in pričakovanja.
\\
\hspace*{0.8\baselineskip}Odnosi v timu bi morali biti takšni, da \\
vsi dosegajo zahteve in pričakovanja \\
članov tima.
@ -316,16 +316,16 @@ Michelinovi inšpektorji ocenjujejo restavracije. \\
Koliko zvezdic bi prejel vaš tim= Vsi člani tima bi \\
morali biti predani za kakovost treh zvezdic.
\\ \\
\textbf{»Klima kakovosti«} je orodje za spremljanje in \\
razvijanje odnosov, kulture in »klime« v timu, da \\
\textbf{"Klima kakovosti"} je orodje za spremljanje in \\
razvijanje odnosov, kulture in "klime" v timu, da \\
lahko vedno dosega \textbf{zahteve in pričakovanja \\
članov tima} za delovno mesto s »3 Michelinovimi \\
zvezdicami«. Notranja kakovost v timu določa \\
članov tima} za delovno mesto s "3 Michelinovimi \\
zvezdicami". Notranja kakovost v timu določa \\
zgornji limit kakovosti, ki jo lahko izvede tim.
\\ \\
Orodje vsebuje 15 skrbno izbranih skupin \\
vprašanj. \\
Naše izkušnje kažejo, da je timsko delovanje, še \\
\hspace*{0.8\baselineskip}Naše izkušnje kažejo, da je timsko delovanje, še \\
posebej na teh področjih, tisto, ki določa, ali bodo \\
člani tima članstvo v timu ocenili kot nekaj \\
dobrega ali slabega.
@ -350,7 +350,7 @@ dobrega ali slabega.
\ \\
Na naslednjih straneh boste našli razlage petnajstih \\
dejavnikov klime kakovosti, ki jih vi in vaš tim \\
lahko uporabite, ko »dosegate zvezdice«.
lahko uporabite, ko "dosegate zvezdice".
\end{minipage}
\newpage
@ -358,18 +358,17 @@ dejavnikov klime kakovosti, ki jih vi in vaš tim \\
% PAGE 4
\begin{minipage}[t]{0.54\textwidth}
{\large \textbf{Vaše prednosti razvijanja klime \\ kakovosti }} \\
{\large \textbf{Vaše prednosti razvijanja klime \\ kakovosti }} \\ \\
\textit{Osebna kakovost} je osnova za vse druge vrste \\
kakovosti. Da bi razumeli kakovost na \\
osebni ravni je pomembno razumeti, kaj ta \\
pojem pomeni. To je prvi korak k razumevanju \\
in izboljševanju osebne kakovosti ali k \\
pomoči drugim, da razvijajo svojo.
\\ \\
Ko so vaši standardi osebne kakovosti \\
\\
\hspace*{0.8\baselineskip}Ko so vaši standardi osebne kakovosti \\
visoki, predstavljate za svoj tim, podjetje \\
ali organizacijo, sredstvo ali prednost.
\\ \\
ali organizacijo, sredstvo ali prednost. \\
Vaša kakovost je poglavitna za kakovost \\
izdelka in kakovost storitve in je temelj \\
za kakovost tima in organizacije. Najboljši \\
@ -405,12 +404,12 @@ kakovosti:}
\end{minipage}%
%second column
\begin{minipage}[t]{0.5\textwidth}
{\large \textbf{Prednosti razvijanja klime \\ kakovosti za tim}} \\
{\large \textbf{Prednosti razvijanja klime \\ kakovosti za tim}} \\ \\
Preživetje organizacije je odvisno od njene \\
zmožnosti, da izpolni zahteve in \\
pričakovanja, ki jih od nje zahtevajo vsi \\
deležniki.
\\ \\
\\
\hspace*{0.8\baselineskip}Zato, da ohranite stranke, je nujno, da \\
organizacija zadovolji njihova pričakovanja \\
v zvezi s kakovostjo produktov in storitev. \\
@ -420,7 +419,7 @@ tudi na ljudi, ki to kakovost izvajajo. \\
\hspace*{0.8\baselineskip}Kakovost organizacije je seštevek \\
individualnega in timskega delovanja \\
(oddelkov, projektnih skupin in timov). \\
\hspace*{0.8\baselineskip}Skupna timska kakovost je rezultat \\
\hspace*{0.8\baselineskip}Skupna \textit{timska kakovost} je rezultat \\
osebne uspešnosti posameznikov in njihove \\
zmožnosti usklajevanja naporov in \\
ustvarjanja okolja, ki navdihuje vse, da \\
@ -461,8 +460,8 @@ različna obdobja: dan, teden, mesec, leto \\
in dolgoročno vizijo. Naše dolgoročne cilje \\
prilagajamo vsaj enkrat letno. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Moje drevo življenja}, poglavje »Moji osebni \\
cilji«.
\textit{Moje drevo življenja}, poglavje "Moji osebni \\
cilji".
\\ \\
{\large \textbf{2. Organiziranje sebe/deljenje \\ odgovornosti}} \\
Vsak ima pregled in kontrolo nad \\
@ -487,8 +486,8 @@ delovnih nalog, tudi preko strokovnih ali \\
timskih meja in tudi, če morajo preko \\
obstoječega pravila. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, poglavje »Odgovornost« in \\
»Multifunkcionalni zaposleni«.
\textit{Employeeship}, poglavje "Odgovornost" in \\
"Multifunkcionalni zaposleni".
\\ \\
{\large \textbf{3. Uspešnost/produktivnosti}} \\
Vsi določamo ustrezne prioritete. Delamo \\
@ -508,9 +507,9 @@ Timi izpolnjujejo zahteve po učinkovitosti \\
in produktivnosti, ki jim jih določijo drugi \\
ljudje. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, poglavje »Produktivnost«, \\
in \textit{Delo s srcem}, poglavje »Obvladovanje \\
svojih čustev«.
\textit{Employeeship}, poglavje "Produktivnost", \\
in \textit{Delo s srcem}, poglavje "Obvladovanje \\
svojih čustev".
\\ \\
{\large \textbf{4. Odločanje}} \\
Odločitve so v timu izvedene na primerni \\
@ -520,13 +519,13 @@ Odločitve temeljijo na zadostnih \\
informacijah. V odločitve vključujemo \\
prave ljudi. Odločamo se preko tega, kar \\
običajno delamo in kar drugi od nas \\
običajno pričakujejo – tudi odločitve, ki \\
običajno pričakujejo -- tudi odločitve, ki \\
vključujejo tveganja. Ne odlašamo z \\
odločitvami, ampak delamo dobre \\
odločitve hitro, kadar situacija to zahteva. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Delo s srcem}, odsek »Čustveno \\
inteligentna oseba«.
\textit{Delo s srcem}, odsek "Čustveno \\
inteligentna oseba".
\\ \\
{\large \textbf{5. Delegiranje}} \\
Menedžerji delegirajo dovolj. Uporabljamo \\
@ -539,8 +538,8 @@ razvijajo, da so zmožni prevzeti tudi večje \\
odgovornosti. Tehnika delegiranja je \\
učinkovita. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, poglavje »Employeeship \\
delegiranje«.
\textit{Employeeship}, poglavje "Employeeship \\
delegiranje".
\end{minipage}
@ -563,15 +562,15 @@ kdaj smo dosegljivi. Uporabljamo znanje \\
drug drugega in se drug od drugega \\
učimo -- preko strokovnih razmejitev. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, razdelek »Employeeship in \\
komuniciranje« in razdelek »Employeeship \\
in 'mi' kultura«.
\textit{Employeeship}, razdelek "Employeeship in \\
komuniciranje" in razdelek "Employeeship \\
in 'mi' kultura".
\\ \\
{\large \textbf{7. Eksterno komuniciranje in \\ koordinacija}} \\
Imamo dobro sodelovanje z drugimi timi \\
v organizaciji. Dobro se razumemo z \\
zunanjimi deležniki. Poznamo naše \\
zunanje deležnike (»stranke«). Poznamo \\
zunanje deležnike ("stranke"). Poznamo \\
pričakovanja posameznih deležnikov do \\
našega tima. Informiranje deležnikov s \\
strani tima je primerno. Poznamo naše \\
@ -580,7 +579,7 @@ točke. Prilagajamo se spremembam okrog \\
nas. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Pritožba je darilo}, in \textit{Employeeship}, odsek \\
»Nove zahteve za podjetja«.
"Nove zahteve za podjetja".
\\ \\
{\large \textbf{8. Fizično okolje}} \\
Fizično okolje pomaga ustvariti dobro \\
@ -607,8 +606,8 @@ preverjamo, ali obstaja razlika med \\
delovanjem, ki ga želimo doseči in našim \\
dejanskim delovanjem. Vsi člani tima \\
delajo na razvijanju kakovosti. Druge ljudi \\
in time obravnavamo kot »pomembne \\
stranke«. Redno preverjamo vrednost \\
in time obravnavamo kot "pomembne \\
stranke". Redno preverjamo vrednost \\
naših aktivnosti (analiza vrednosti). Vsak \\
posameznik zagotavlja kakovost svojega \\
dela. V timu drug od drugega zahtevamo \\
@ -620,7 +619,7 @@ popravimo in se izognemo njihovemu \\
ponavljanju. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Osebna kakovost}, predvsem razdelek \\
»Osebna garancija«.
"Osebna garancija".
\\ \\
{\large \textbf{10. Kreativnost in inovativnost}} \\
Opazimo spremembe, ki se dogajajo okoli \\
@ -633,10 +632,10 @@ dajejo iniciative za izboljšanje delovanja \\
tima: delati stvari hitreje, z nižjimi stroški, \\
bolj kreativno in z višjo ravnjo kakovosti. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, poglavje »Employeeship \\
delegiranje«. \\
\textit{Employeeship}, poglavje "Employeeship \\
delegiranje". \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, poglavje »Iniciativnost«. \\
\textit{Employeeship}, poglavje "Iniciativnost". \\
\end{minipage}
@ -687,8 +686,8 @@ deljenje delovnih mest, raznolikost in \\
napredovanje. Vsak je soočen z \\
razumnimi izzivi. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, razdelek »Mehka pogodba« \\
in »Kadrovska politika Employeeshipa«.
\textit{Employeeship}, razdelek "Mehka pogodba" \\
in "Kadrovska politika Employeeshipa".
\end{minipage}%
%second column
\begin{minipage}[t]{0.5\textwidth}
@ -721,10 +720,10 @@ da naredi vse potrebne odločitve na poti \\
proti cilju. Na poti proti našim ciljem lahko \\
odstranimo kakršne koli ovire. \\
\hspace*{0.8\baselineskip}Preberite več v knjigi Clausa M{\o}llerja \\
\textit{Employeeship}, poglavje »Implementacija« \\
in \textit{Osebna kakovost}, razdelek »Naučite se \\
\textit{Employeeship}, poglavje "Implementacija" \\
in \textit{Osebna kakovost}, razdelek "Naučite se \\
dokončati, kar začnete -- okrepite svojo \\
samodisciplino«.
samodisciplino".
\end{minipage}
\newpage
@ -732,7 +731,9 @@ samodisciplino«.
\chapter{\Large \textbf{Kako uporabiti orodje Klima kakovost}}
\begin{center}
\begin{minipage}{0.8\linewidth}
\begin{center}
{\large \textbf{Kako uporabite orodje za posameznika}}
\end{center}
\\
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}
@ -749,13 +750,15 @@ razvijanju timske kakovosti.
\ \\ \\ \\
\renewcommand\labelitemi{\large$\bullet$}
\begin{center}
{\large \textbf{Kako uporabite orodje za organizacijo}} \\
\end{center}
\begin{itemize}
\item Orodje »Klima kakovosti« lahko uporabite v vseh timih v \\
\item Orodje "Klima kakovosti" lahko uporabite v vseh timih v \\
organizaciji. Rezultate različnih timov primerjajte in preglejte z \\
namenom, da dosežete izboljšave v celotni organizaciji.
\item Višji menedžment lahko orodje »Klima kakovosti« uporabi, da \\
\item Višji menedžment lahko orodje "Klima kakovosti" uporabi, da \\
ugotovi, kateri timi potrebujejo pomoč in od katerih timov se \\
lahko nekaj nauči cela organizacija.
\item Če pogledate področja, ki so jih vsi timi ocenili podobno, lahko \\
@ -763,7 +766,7 @@ dobite idejo o prednostih in slabostih celotne organizacije.
\item Če se rezultati tima glede enega ali več področij bistveno \\
razlikujejo od rezultatov vseh drugih timov, je to lahko \\
znamenje posebne narave v določenem timu.
\item Orodje »Klima kakovosti« bi morali uporabiti vsi timi vsaj \\
\item Orodje "Klima kakovosti" bi morali uporabiti vsi timi vsaj \\
enkrat letno in če nastanejo strukturne spremembe na trgu ali \\
znotraj organizacije. Delovalo bo kot orodje za primerjavo \\
(benchmarking), da lahko ugotovite spremembe in uspešnost.
@ -797,8 +800,8 @@ potrebne pri dejavniku, če je:
\begin{itemize}
\item Na sestanku, ki se ga udeležijo vsi v \\
oddelku, se pazljivo pogovorite o \\
skupnem rezultatu »Klime\\
kakovosti«. Ta sestanek mora voditi \\
skupnem rezultatu "Klime\\
kakovosti". Ta sestanek mora voditi \\
h konkretnemu načrtu za razvoj in \\
izboljševanje kulture kakovosti. \\
Načrt morate redno spremljati na \\

165
admin/survey/modules/mod_EVOLI/latexkosi/glava-organizacijski_employeeship.tex
View File

@ -112,8 +112,8 @@
\begin{titlepage}
\begin{center}
% Odmik od vrha
\vspace*{-2.5\baselineskip}
\noindent\makebox[\textwidth]{\includegraphics[width=14.5cm,height=6cm]{../latexkosi/logo/organizacijski_EMP.png}}~\\[2cm]
\vspace*{-4.5\baselineskip}
\noindent\makebox[\textwidth]{\includegraphics[width=16.5cm,height=6cm]{../latexkosi/logo/organizacijski_EMP.png}}~\\[2cm]
% Odmik od roba
\hspace*{-5.3\baselineskip} \includegraphics[width=20cm]{../latexkosi/logo/logo_middle.png}~\\[3cm]
\end{center}
@ -132,6 +132,10 @@
\fancyhead[L]{\color{red} \textit{Organizacijski Employeeship meter - !organisation!}}
\fancyfoot[c]{\small{\thepage}}
\headsep 6pt
\fancypagestyle{plain}{
\renewcommand{\headrulewidth}{0pt}
\renewcommand{\footrulewidth}{0pt}
}
% Zagotovi da smo na lihi strani
\cleardoublepage
@ -165,7 +169,7 @@ ohranjanje kulture Employeeshipa.
\addtocontents{toc}{\vspace{0.7cm}}
% STRAN 3
\chapter{O Employeeshipu}
\chapter{\Large \textbf{O Employeeshipu}}
\begin{minipage}[t]{0.54\textwidth}
\ \\
{\large \textbf{Kaj je Employeeship?}} \\
@ -194,11 +198,11 @@ osnovni:
\end{itemize}
\ \\
Ti trije glavni koncepti odsevajo stališča in \\
vedenja ljudi, ki so »dobri zaposleni«.
vedenja ljudi, ki so "dobri zaposleni".
\\ \\
Ljudje izkazujejo Employeeship, kadar:
\begin{itemize}
\item[--] »igrajo« za zmago sebe in celega \\
\item[--] "igrajo" za zmago sebe in celega \\
tima,
\item[--] prevzemajo odgovornost za \\
rezultate organizacije,
@ -223,7 +227,7 @@ za kulturo Employeeshipa:
\item Izjava o poslanstvu
\item Vizija
\item Organizacija
\item Kultura “mi“
\item Kultura "mi"
\item Sistem vodenja
\item Stil vodenja
\item Kadrovske politike
@ -308,7 +312,7 @@ spretnosti.
% STRAN 5
\begin{center}
\chapter{Organizacijski Employeeship meter}
\chapter{\Large \textbf{ Organizacijski Employeeship meter}}
\begin{minipage}{0.8\linewidth}
\ \\
To orodje meri, s kakšno stopnjo organizacijske kulture sistemi in \\
@ -318,7 +322,7 @@ politike podjetja zaposlene spodbujajo za izkazovanje Employeeshipa.
{\Large \textbf{Trda in mehka področja}}
\end{center}
Na Employeeship stališča in vedenje zaposlenih vpliva veliko različnih \\
okoliščin v organizaciji, kot na primer ”organizacijski sistemi in politike”. \\
okoliščin v organizaciji, kot na primer "organizacijski sistemi in politike". \\
\hspace*{0.8\baselineskip} Da bi vsakdo v organizaciji izkazoval Employeeship in tako ustvarjal \\
kulturo Employeeshipa, je vitalno, da menedžerji in zaposleni naredijo \\
potrebne napore tako na \textbf{trdih} kot \textbf{mehkih} področjih. \\
@ -406,13 +410,13 @@ prinašajo srce.
\end{center}
% STRAN 6
\chapter{14 osnovnih zahtev za kulturo Employeeshipa }
\chapter{\Large \textbf{14 osnovnih zahtev za kulturo Employeeshipa }}
\smash{\begin{minipage}[t]{0.54\textwidth}
{\large \textbf{1. Izjava o poslanstvu}}
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}[leftmargin=0.45cm]
\item Organizacija ima dobro opredeljeno \\
poslanstvo, opis poslovne ideje – svoj \\
poslanstvo, opis poslovne ideje -- svoj \\
dolgoročni razlog za obstoj.
\item Izjava o poslanstvu je znana in \\
smiselna za vse.
@ -459,14 +463,14 @@ organizaciji.
\ \\
Preberite več o \textbf{organizacijski shemi in \\
ključnih področjih dela} v publikaciji \\
Clausa M{\o}llerja “Time Manager – The key \\
to personal effectiveness”.
Clausa M{\o}llerja "Time Manager -- The key \\
to personal effectiveness".
\\ \\
{\large \textbf{4. Kultura "mi"}}
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}[leftmargin=0.45cm]
\item Organizacija ima kulturo “mi” in ne \\
kulturo “mi/oni”.
\item Organizacija ima kulturo "mi" in ne \\
kulturo "mi/oni".
\item Drug drugega obravnavamo z \\
medsebojnim spoštovanjem in
\end{itemize}
@ -474,14 +478,14 @@ medsebojnim spoštovanjem in
% STRAN 6 drugi stolpec
\smash{\begin{minipage}[t]{0.5\textwidth}
\begin{adjustwidth}{1.25em}{0pt}
zaupanjem – ne glede na strokovne in \\
zaupanjem -- ne glede na strokovne in \\
druge tradicionalne ločnice (spol, \\
izobrazbo, vero, kulturo, nacionalnost \\
itd.).
\end{adjustwidth}
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}[leftmargin=0.45cm]
\item V organizaciji ”mi” pomeni: zaposleni in \\
\item V organizaciji "mi" pomeni: zaposleni in \\
menedžment, uprava in \\
poslovalnice/enote, tehniki in \\
prodajalci, zaposleni in pogodbeni \\
@ -498,8 +502,8 @@ namenom doseganja najboljših skupnih \\
rezultatov za podjetje.
\end{itemize}
\ \\
Več o \textbf{”Mi” kulturi} preberite več v knjigi \\
Employeeship na straneh 140–145.
Več o \textbf{"Mi" kulturi} preberite več v knjigi \\
Employeeship na straneh 140--145.
\\ \\
{\large \textbf{5. Sistem vodenja}}
\renewcommand\labelitemi{\small$\bullet$}
@ -519,19 +523,19 @@ delegirana.
ljudi, ki delajo specifično s temi \\
problemi in ki imajo potrebno znanje in \\
spretnosti.
\item Uporabljamo princip “vodenja, na \\
podlagi časa”, tj. smo fleksibilni, čas \\
\item Uporabljamo princip "vodenja, na \\
podlagi časa", tj. smo fleksibilni, čas \\
vidimo kot odločilni strateški dejavnik, \\
hitro se prilagodimo, ko smo soočeni z \\
novimi zahtevami.
\end{itemize}
\ \\
Več o \textbf{sistemu vodenja} preberite v knjigi \\
Employeeship na straneh 98–107 (o \\
Employeeship na straneh 98--107 (o \\
delegiranju). O ciljih in ključnih področjih \\
preberite v publikaciji Clausa M{\o}llerja \\
“Time Manager – The key to personal \\
effectiveness”.
"Time Manager -- The key to personal \\
effectiveness".
\end{minipage}}
\newpage
% STRAN 7
@ -567,7 +571,7 @@ pokazali, kdo ali kaj so.
\end{itemize}
\ \\
Več o \textbf{stilu vodenja} preberite v knjigi \\
Employeeship na straneh 130–135, 147, \\
Employeeship na straneh 130--135, 147, \\
149.
\\ \\
{\large \textbf{7. Kadrovske politike}}
@ -578,8 +582,8 @@ opisujejo tako pravila in predpise za \\
trda področja kot okvire in usmeritve za \\
mehka področja.
\item Verjamemo, da so ljudje naš \\
najpomembnejši vir. “Ljudi postavljamo \\
na prva mesta“, pred administracijo, \\
najpomembnejši vir. "Ljudi postavljamo \\
na prva mesta", pred administracijo, \\
sisteme in procese.
\item Verjamemo, da se razvoj organizacije \\
gradi na razvoju posameznih \\
@ -609,14 +613,14 @@ ustvarjanje skupnega tima.
\begin{itemize}[leftmargin=0.45cm]
\item Organizacija ni birokratska organizacija.
\item Zaposlene spodbujamo, da so \\
»večopravilni«, da lahko vsak dela v \\
"večopravilni", da lahko vsak dela v \\
več kot eni panogi/stroki, izvaja več kot \\
eno funkcijo in lahko dela po celotni \\
organizaciji in preko strokovnih meja.
\end{itemize}
\ \\
Več o \textbf{kadrovskih politikah} preberite v \\
knjigi Employeeship na straneh 148, 158–\\
knjigi Employeeship na straneh 148, 158--\\
165.
\\ \\
{\large \textbf{8. Zaposlitvena pogodba}}
@ -638,15 +642,15 @@ trdih kot mehkih področjih (priznanja, \\
odprtost do novih idej, vpliv \\
prispevanja v podjetju, priložnosti za \\
razvoj, delovno okolje itd.)
\item O pogodbi – še posebej njen mehki del \\
– se redno »pogaja« in se jo prilagodi \\
\item O pogodbi -- še posebej njen mehki del \\
-- se redno "pogaja" in se jo prilagodi \\
bodisi med neformalnimi pogovori \\
bodisi med formalnimi ocenjevalnimi \\
intervjuji.
\end{itemize}
\ \\
Več o \textbf{zaposlitveni pogodbi} preberite v \\
knjigi Employeeship na straneh 148, 154–\\
knjigi Employeeship na straneh 148, 154--\\
156.
\\ \\
{\large \textbf{9. Nagrajevanje in priznanja}}
@ -658,7 +662,7 @@ trgu.
\item Organizacija priznava in nagrajuje vse, \\
ki izkazujejo Employeeship.
\item Vsak dobi priznanje in nagrado za \\
uspešnost – tudi tisti, katerih uspešnost \\
uspešnost -- tudi tisti, katerih uspešnost \\
ni takoj vidna ali opazna (npr. ljudje, ki
\end{itemize}
\end{minipage}}
@ -677,8 +681,8 @@ uspešnost kot uspešnost posameznika.
\ \\
Več o \textbf{nagradah in priznanjih}, predvsem \\
o pomembnosti priznanj, preberite v \\
publikaciji “Moje drevo življenja”, poglavje \\
5, “Okolje ”.
publikaciji "Moje drevo življenja", poglavje \\
5, "Okolje ".
\\ \\
{\large \textbf{10. Razvoj kariere}}
\renewcommand\labelitemi{\small$\bullet$}
@ -696,7 +700,7 @@ znotraj organizacije.
motiviramo, spodbujamo in jih soočamo \\
z zahtevami.
\item Nove zaposlene, ki hočejo, a še ne \\
zmorejo, izobražujemo, “testiramo“ in \\
zmorejo, izobražujemo, "testiramo" in \\
podpiramo.
\item Zaposlene, ki niti ne zmorejo niti \\
nočejo, premestimo ali jih odslovimo. \\
@ -710,13 +714,13 @@ zaposlenih.
\end{itemize}
\ \\
Več o \textbf{napredovanju} preberite v knjigi \\
Employeeship, predvsem o “zmore/hoče” \\
modelu, na straneh 14–15.
Employeeship, predvsem o "zmore/hoče" \\
modelu, na straneh 14--15.
\\ \\
{\large \textbf{11. Notranja komunikacija}}
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}[leftmargin=0.45cm]
\item V organizaciji je “ton” sproščen, \\
\item V organizaciji je "ton" sproščen, \\
prijateljski in humoren.
\item Menedžment daje odprte, iskrene in \\
pravočasne informacije vsem \\
@ -725,7 +729,7 @@ zaposlenim.
jih lahko izpolni.
\item Vsakogar v organizaciji se vprašuje in \\
posluša. Komunikacija temelji na \\
pristnih pogovorih – ne monologih.
pristnih pogovorih -- ne monologih.
\end{itemize}
\end{minipage}}
% STRAN 8 drugi stolpec
@ -749,7 +753,7 @@ komunikacijo.
\end{itemize}
\ \\
Več o \textbf{notranji komunikaciji} preberite v \\
knjigi Employeeship na straneh 128–129.
knjigi Employeeship na straneh 128--129.
\\ \\
{\large \textbf{12. Informacijski sistem}}
\renewcommand\labelitemi{\small$\bullet$}
@ -766,10 +770,10 @@ raziščemo, zakaj smo ga izgubili.
organizacije na trgu, zato da vemo, kaj \\
naši glavni deležniki mislijo in čutijo o \\
nas.
\item Imamo dober “sistem zgodnjega \\
opozarjanja“, ki nam omogoča, da \\
\item Imamo dober "sistem zgodnjega \\
opozarjanja", ki nam omogoča, da \\
delujemo, preden bi bilo prepozno (da \\
ne končamo kot »kuhane žabe«).
ne končamo kot "kuhane žabe").
\item Redno ocenjujemo organizacijsko \\
kulturo, sisteme in politike.
\item Organizacijsko letno poročilo, interna \\
@ -785,14 +789,13 @@ ljudi in oddelkov.
\ \\
Več o \textbf{informacijskem sistemu}, \\
predvsem o letnih poročilih, preberite v \\
knjigi Employeeship na straneh 152–153.
\\ \\
{\large \textbf{13. Politika kakovosti}}
knjigi Employeeship na straneh 152--153.
\end{minipage}}
\newpage
% STRAN 9
\smash{\begin{minipage}[t]{0.54\textwidth}
\renewcommand\labelitemi{\small$\bullet$}
{\large \textbf{13. Politika kakovosti}}
\begin{itemize}[leftmargin=0.45cm]
\item V organizaciji delamo s kakovostjo na \\
vseh ravneh:
@ -833,9 +836,9 @@ notranjim strankam.
\end{itemize}
\ \\
Več o \textbf{politiki kakovosti} preberite v \\
knjigi Clausa Møllerja “Osebna kakovost – \\
Temelj vsake druge kakovosti” in v knjigi \\
Employeeship, strani 95–97.
knjigi Clausa M{\o}llerja "Osebna kakovost -- \\
Temelj vsake druge kakovosti" in v knjigi \\
Employeeship, strani 95--97.
\\ \\
{\large \textbf{14. Učeča se organizacija}}
\renewcommand\labelitemi{\small$\bullet$}
@ -866,7 +869,7 @@ nekaj druge.
\item Kadarkoli se zaposleni udeleži tečaja, \\
sejma itd., bodo drugi v organizaciji \\
imeli koristili od novo pridobljenega \\
znanja. Za »udeležence tečajev« je \\
znanja. Za "udeležence tečajev" je \\
rezerviran čas, da lahko z drugimi v \\
organizaciji delijo, kaj so se naučili. \\
Ljudje v organizaciji razpravljajo o tem, \\
@ -887,7 +890,7 @@ pričakovani in cenjeni.
\item Vsi zaposleni so spodbujeni, da \\
razvijajo svoje osebne kompetence na \\
strokovni in zasebni ravni. Iniciative za \\
osebni razvoj so nagrajene – vidno in \\
osebni razvoj so nagrajene -- vidno in \\
opazno.
\item Ne učimo se zgolj toliko, da kot \\
organizacija preživimo. Znanje \\
@ -898,11 +901,57 @@ zagotovimo prihodnost organizacije!
\end{itemize}
\ \\
Preberite več o \textbf{učeči se organizaciji} v \\
knjigi Employeeship na straneh 168–171.
knjigi Employeeship na straneh 168--171.
\end{minipage}}
\newpage
% 1. STRAN PO GRAFIH
\chapter{\Large \textbf{Kako uporabiti to orodje}}
\ \\
\begin{center}
{\Large \textbf{Kako lahko organizacija uporabi orodje Organizacijski \\
Employeeship meter}}
\begin{minipage}{0.8\linewidth}
\ \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Skupne rezultate "Organizacijskega Employeeship metra" \\
morajo pazljivo obravnavati povsod v organizaciji. Vsak bi moral \\
biti povabljen, da naredi predloge, ideje in poglede, ki jih nato \\
nadalje obravnavate na sestanku menedžmenta. \\
Rezultat sestanka naj bo konkreten načrt za ohranjanje in \\
razvijanje kulture Employeeshipa znotraj celotne organizacije. \\
\item "Organizacijski Employeeship meter" bi moral biti uporabljen \\
enkrat na leto. Orodje je prav tako lahko uporabljeno kot orodje \\
za primerjanje (benchmarking), da lahko ugotovite spremembe \\
in uspešnost.
\end{itemize}
\ \\
\end{minipage}
\end{center}
\begin{center}
{\Large \textbf{Kako lahko posameznik uporabi orodje \\
Organizacijski Employeeship meter}} \\
\begin{minipage}{0.8\linewidth}
\ \\
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Vsak zaposleni bi moral natančno proučiti poročilo \\
"Organizacijski Employeeship meter". Tako bo povečal svoje \\
zavedanje o področjih, v katerih bi se z vidika zaposlenega \\
morali razvijati sistemi in politike organizacije. \\
\item Vsak zaposleni bi moral narediti predloge za izboljšanje \\
obstoječih sistemov in politik. \\
\item Ko so uvedeni novi sistemi in politike, bi moral vsak zaposleni \\
brez odlašanja prispevati k njihovi implementaciji. To lahko \\
naredi, na primer, preko dajanja povratnih informacij o tem, ali \\
novi sistemi in politike delujejo, kot je bilo načrtovano. \\
\end{itemize}
\end{minipage}
\end{center}
\newpage
% STRAN 10
\chapter{Kako brati grafikone}
\chapter{\Large \textbf{Kako brati grafikone}}
\begin{center}
\begin{minipage}[t]{0.8\textwidth}
Naslednje preglednice prikazujejo odstotke zaposlenih, ki so dali \\
@ -912,14 +961,14 @@ do 5. \\
\vspace*{-2.2\baselineskip} \hspace*{6.0\baselineskip} \includegraphics[width=7.3cm]{../latexkosi/logo/legenda_opis.png}~\\[1cm]
\newline
Menedžment oceni in ovrednoti skupni rezultat “Organizacijskega \\
Employeeship metra”.
Menedžment oceni in ovrednoti skupni rezultat "Organizacijskega \\
Employeeship metra".
\\ \\
\mbox{Dobro pravilo čez palec je, da so izboljšave potrebne pri dejavniku, če je:}
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}[leftmargin=0.45cm]
\item \mbox{\textbf{več kot 20 \%} zaposlenih označilo »Nezadostno« ali »Nesprejemljivo« in/ali}
\item \textbf{manj kot 50 \%} zaposlenih označilo »Odlično« ali »Dobro«.
\item \mbox{\textbf{več kot 20 \%} zaposlenih označilo "Nezadostno" ali "Nesprejemljivo" in/ali}
\item \textbf{manj kot 50 \%} zaposlenih označilo "Odlično" ali "Dobro".
\end{itemize}
\end{minipage}
\end{center}
@ -932,5 +981,5 @@ Employeeship metra”.
\begingroup
\renewcommand{\cleardoublepage}{}
\renewcommand{\clearpage}{}
\chapter{\large Sistemi in politike Employeeshipa}
\chapter{\Large \textbf{Sistemi in politike Employeeshipa}}
\endgroup

74
admin/survey/modules/mod_EVOLI/latexkosi/glava-organizacijski_employeeship_dan.tex
View File

@ -134,7 +134,7 @@ Employeeship kultur.
\addtocontents{toc}{\vspace{0.7cm}}
% STRAN 3
\chapter{Om Employeeship}
\chapter{\Large \textbf{Om Employeeship}}
\begin{minipage}[t]{0.54\textwidth}
\ \\
{\large \textbf{Hvad er Employeeship?}} \\
@ -274,8 +274,8 @@ fleksibilitet
% STRAN 5
\begin{center}
\chapter{Virksomhedens Energimåler}
\begin{minipage}{0.8\linewidth}
\chapter{\Large \textbf{Virksomhedens Employeeship måler}}
\begin{minipage}{0.85\linewidth}
\ \\
\hspace*{0.8\baselineskip} Et værktøj til at måle, hvor vidt virksomhedens kultur, systemer og \\
\hspace*{0.8\baselineskip} politikker inspirerer de ansatte til at udvise Employeeship.
@ -283,14 +283,14 @@ fleksibilitet
\begin{center}
{\Large \textbf{Hårde og bløde områder}}
\end{center}
\hspace*{0.8\baselineskip} De ansattes Employeeship holdning og adfærd påvirkes af en lang \\
række forhold i virksomheden, som vi i det følgende, "lidt forenklet", \\
kalder virksomhedens "systemer og politikker". For at få alle i \\
virksomheden til at udvise Employeeship og dermed skabe en \\
Employeeship kultur er det afgørende, at ledere og medarbejdere yder \\
en indsats både på de \textbf{hårde} og de \textbf{bløde} områder. \\
\hspace*{0.8\baselineskip} Det er også nødvendigt, at der i virksomheden findes politikker og \\
systemer, der indeholder både hårde og bløde elementer.
\hspace*{0.8\baselineskip} De ansattes Employeeship holdning og adfærd påvirkes af en lang række \\
forhold i virksomheden, som vi i det følgende, "lidt forenklet", kalder \\
virksomhedens "systemer og politikker". For at få alle i virksomheden til at udvise \\
Employeeship og dermed skabe en Employeeship kultur er det afgørende, at \\
ledere og medarbejdere yder en indsats både på de \textbf{hårde} og de \textbf{bløde} \\
områder. \\
\hspace*{0.8\baselineskip} Det er også nødvendigt, at der i virksomheden findes politikker og systemer, \\
der indeholder både hårde og bløde elementer.
\end{minipage}
\end{center}
\ \\ \\
@ -299,16 +299,15 @@ systemer, der indeholder både hårde og bløde elementer.
\begin{adjustwidth}{3em}{0pt}
{\large \textbf{Hårde områder}} \\
\end{adjustwidth}
De hårde områder omfatter de konkrete \\
og tekniske aspekter af virksomhedens \\
liv: systemer, metoder, teknologi, mål, \\
økonomi, organisation, regler, \\
procedurer, kommandoveje, fysisk \\
miljø etc.
De hårde områder omfatter de konkrete og \\
tekniske aspekter af virksomhedens liv: \\
systemer, metoder, teknologi, mål, økonomi, \\
organisation, regler, procedurer, \\
kommandoveje, fysisk miljø etc.
\\ \\
De hårde områder er de rationelle og \\
logiske aspekter i virksomheden. Dem \\
som er lettest at forklare og beskrive. \\
De hårde områder er de rationelle og logiske \\
aspekter i virksomheden. Dem som er lettest \\
at forklare og beskrive. \\
\hspace*{0.8\baselineskip} På de hårde områder er det mest et \\
spørgsmål om indhold:
@ -321,10 +320,10 @@ spørgsmål om indhold:
\end{itemize}
\ \\
I mange virksomheder udøves ledelse \\
hovedsageligt ud fra de forudsætninger \\
og regler, der gælder i den hårde \\
verden. Det afspejler sig eksempelvis i \\
virksomhedens hårde:
hovedsageligt ud fra de forudsætninger og \\
regler, der gælder i den hårde verden. Det \\
afspejler sig eksempelvis i virksomhedens \\
hårde:
\renewcommand\labelitemi{\small$\bullet$}
\begin{itemize}
\item Personalepolitik
@ -340,18 +339,17 @@ virksomhedens hårde:
{\large \textbf{Bløde områder}} \\
\end{adjustwidth}
De bløde områder omfatter de \\
følelsesmæssige aspekter af \\
virksomhedens liv: omgangsform, \\
kommunikationsform, psykisk miljø, \\
ledelsesstil, menneskesyn, moral, \\
traditioner, teamfølelse, tilhørsforhold, \\
følelsesmæssige aspekter af virksomhedens \\
liv: omgangsform, kommunikationsform, \\
psykisk miljø, ledelsesstil, menneskesyn, \\
moral, traditioner, teamfølelse, tilhørsforhold, \\
tryghed, udfordringer etc.
\\ \\
De bløde områder beskæftiger sig med \\
det, der kaldes \textbf{virksomhedskultur}. \\
De bløde områder kan være vanskelige \\
at konkretisere og beskrive. \\
De bløde områder beskæftiger sig med det, \\
der kaldes \textbf{virksomhedskultur}. De bløde \\
områder kan være vanskelige at konkretisere \\
og beskrive. \\
\hspace*{0.8\baselineskip} På de bløde områder er det mest et \\
spørgsmål om relationer:
\renewcommand\labelitemi{\small$\bullet$}
@ -373,10 +371,8 @@ og teamfølelse?
\end{itemize}
\end{minipage}
\newpage
\begin{center}
\begin{minipage}{0.9\linewidth}
\begin{minipage}{0.8\linewidth}
På de følgende sider er de 14 Employeeship områder forklaret med en \\
kort beskrivelse af den standard der skal til for at inspirere de ansatte \\
til at tage hjertet med på arbejde.
@ -386,7 +382,7 @@ til at tage hjertet med på arbejde.
\newpage
% STRAN 6
\chapter[14 grundlæggende betingelser for en Employeeship kultur]{14 grundlæggende betingelser for en \\ Employeeship kultur}
\chapter[\Large \textbf{14 grundlæggende betingelser for en Employeeship kultur}]{\Large \textbf{14 grundlæggende betingelser for en} \\ \Large \textbf{Employeeship kultur}}
\smash{\begin{minipage}[t]{0.54\textwidth}
{\large \textbf{1. Eksistensgrundlag}}
\renewcommand\labelitemi{\small$\bullet$}
@ -881,7 +877,7 @@ bogen "Employeeship" side 166-169.
\end{minipage}}
\newpage
% STRAN 10
\chapter{Hvordan graferne skal fortolkes}
\chapter{\Large \textbf{Hvordan graferne skal fortolkes}}
\begin{minipage}[t]{0.5\textwidth}
\ \\
De ansatte har vurderet de 14 Employeeship \\
@ -933,5 +929,5 @@ markeret "Meget tilfredsstillende" eller \\
\begingroup
\renewcommand{\cleardoublepage}{}
\renewcommand{\clearpage}{}
\chapter{\large Employeeship systemer og politikker}
\chapter{\Large \textbf{Employeeship systemer og politikker}}
\endgroup

13
admin/survey/modules/mod_EVOLI/latexkosi/glava-quality_clime_ang.tex
View File

@ -236,7 +236,7 @@ inspectors evaluate restaurants. How many \\
stars would your team be awarded? All the \\
members of the team should be committed \\
to achieving 3-star quality.
\\
\\ \\
\textit{''Quality climate''} is a tool for monitoring \\
and developing the relationships, culture \\
and ''climate'' in the team so it can keep \\
@ -246,9 +246,8 @@ The internal quality in the team puts an \\
upper limit on the quality the team can \\
deliver.
\\
The tool contains 15 carefully selected \\
factors.\\
\hspace*{0.8\baselineskip} Our experience shows that team \\
\hspace*{0.8\baselineskip} The tool contains 15 carefully selected \\
factors. Our experience shows that team \\
performance within these areas, in \\
particular, determines whether the \\
members evaluate that it is good or bad to \\
@ -574,9 +573,7 @@ lower cost, more creatively and at a \\
higher quality level. \\
\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\
\textit{''Employeeship''}, the chapters ''Employeeship \\
delegation'' and ''Initiative''. \\
\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\
\textit{Employeeship}, the chapter ''Initiative''.
delegation'' and ''Initiative''.
\end{minipage}
\newpage
@ -663,7 +660,7 @@ can remove any obstacles on the way \\
towards our goals. \\
\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\
\textit{''Employeeship''}, the chapter ''Implementation'' \\
and the book \textit{''Personal Quality''},
and the book \textit{''Personal Quality''}, \\
the section ''Learn to finish what you start -- \\
strengthen your self-discipline''.
\end{minipage}

51
admin/survey/modules/mod_EVOLI/latexkosi/klima_17_znakov.tex
View File

@ -21,8 +21,8 @@ storitvami podjetja. Podjetju ostajajo zvesti.
Zaposleni cvetijo in so predani. Fluktuacija in odsotnost osebja sta \\
pod običajno mero za njihovo panogo. \\
Top menedžment obstaja zato, da služi menedžmentu v prvi liniji. \\
Ljudje »za črto« obstajajo za to, da zagotovijo uspešnost ljudi »na \\
črti«.
Ljudje "za črto" obstajajo za to, da zagotovijo uspešnost ljudi "na \\
črti".
\\ \\
\textbf{5. Dolgoročni razvoj kakovosti } \\
@ -77,7 +77,7 @@ Znaten vložek je namenjen preprečevanju in omejevanju napak. \\
Podjetje razlikuje med sprejemljivimi in nesprejemljivimi \\
napakami. Sprejemljive napake so kreativne napake. Spodbujajo \\
razvoj, testirajo nova znanja in so znak eksperimentiranja. \\
Nesprejemljive napake so »površne« napake. So nepotrebne; \\
Nesprejemljive napake so "površne" napake. So nepotrebne; \\
drage in škodljive.
\\ \\
@ -107,7 +107,7 @@ znotraj podjetja, temveč tudi s strankami.
\textbf{16. Stalna analiza vrednosti } \\
Nenehno se izvaja analiza vrednosti, s katero se ocenjuje, ali se \\
delajo prave stvari in ali so rezultati vredni truda. Delo, ki ne \\
ustvarja »vrednosti«, se opusti.
ustvarja "vrednosti", se opusti.
\\ \\
\textbf{17. Priznavanje vloge podjetja v družbi } \\
@ -140,15 +140,15 @@ Za ustvarjanje, ohranjanje in razvijanje klime kakovosti močno priporočamo, da
\begin{minipage}{0.8\linewidth}
\ \\ \ \\
»Kakovost zvezdic« je orodje za spremljanje, ocenjevanje in
"Kakovost zvezdic" je orodje za spremljanje, ocenjevanje in
razvijanje kakovosti timskega skupnega delovanja, da neprestano
dosega zahteve in pričakovanja drugih ljudi.
\ \\ \
\ \\ \ \\
To orodje vsebuje pet korakov: \\ \\
\renewcommand\labelitemi{\large$\bullet$} % Naročnik tukaj želi večje oz. močnejše bullete
\begin{itemize}
\item \textbf{Korak 1:Določite področja kakovosti in dejavnike}
\item \textbf{Določite področja kakovosti in dejavnike}
\item \textbf{Določite metodo merjenja za vsak dejavnik}
\item \textbf{Določite I-raven za vsak dejavnik}
\item \textbf{Izmerite D-raven za vsak dejavnik}
@ -156,11 +156,11 @@ To orodje vsebuje pet korakov: \\ \\
\end{itemize}
\ \\
Določite področja kakovosti in dejavnike kakovosti za vsako področje po vrsti prioritete ter določite način merjenja za vsak dejavnik.
Nato konsistentnost razvijajte glavne elemente v procesu razvoja kakovosti.
Določite področja kakovosti in dejavnike kakovosti za vsako področje po vrsti prioritete ter določite način merjenja za vsak dejavnik. \\
Nato konsistentnost razvijajte glavne elemente v procesu razvoja \\ kakovosti.
\\ \\
Celovito orodje \textit{Star Quality} je na voljo na \href{https://clausmoller.com/en/reachingforthestars }{tej povezavi}.
Celovito orodje \textit{Star Quality} je na voljo na \href{https://clausmoller.com/en/reachingforthestars }{\underline {tej povezavi}}.
\end{minipage}
\end{center}
@ -175,9 +175,9 @@ Celovito orodje \textit{Star Quality} je na voljo na \href{https://clausmoller.c
Orodje za analiziranje, ocenjevanje in razvijanje kulture \\
Employeeshipa v timu in celotni organizaciji.
\\ \\
S pomočjo »Timskega Employeeship metra« lahko ugotovite kulturo \\
Employeeshipa in ga uporabite za ocenjevanje »zdravstvenega \\
stanja« v timu in organizaciji.
S pomočjo "Timskega Employeeship metra" lahko ugotovite kulturo \\
Employeeshipa in ga uporabite za ocenjevanje "zdravstvenega \\
stanja" v timu in organizaciji.
\\ \\
Orodje je preprost, hiter in praktičen pripomoček za vodje in \\
@ -199,7 +199,7 @@ uspehu organizacije.
Timski Employeeship meter opisuje enajst dejavnikov, ki tvorijo del \\
ocene o tem, ali odnos in vedenje zaposlenih izražajo Employeeship. \\
Teh enajst dejavnikov sestavlja tudi »Osebni Employeeship meter«.
Teh enajst dejavnikov sestavlja tudi "Osebni Employeeship meter".
\ \\ \
\end{minipage}
\end{center}
@ -221,8 +221,8 @@ politike podjetja zaposlene spodbujajo za izkazovanje \\
Employeeshipa.
\\ \\
Na stališča in Employeeship način vedenja zaposlenih vpliva veliko \\
različnih okoliščin v organizaciji, kot na primer »organizacijski \\
sistemi in politike«. Da bi vsakdo v organizaciji izkazoval \\
različnih okoliščin v organizaciji, kot na primer "organizacijski \\
sistemi in politike". Da bi vsakdo v organizaciji izkazoval \\
Employeeship in tako ustvarjal kulturo Employeeshipa, je vitalno, da \\
menedžerji in zaposleni naredijo potrebne napore tako na \textbf{trdih} kot \\
\textbf{mehkih} področjih.
@ -300,7 +300,7 @@ odnosov:
% PAGE 35
\begin{center}
{\Large \textbf{Naslednji koraki …}}
{\Large \textbf{Naslednji koraki \dots}}
\end{center}
\begin{minipage}[t]{0.54\textwidth}
\textit{Test klima kakovosti} je orodje, ki je \\
@ -319,32 +319,33 @@ imajo prostor za razvoj: produktivnost, \\
odnosi, kakovost, predanost, osebni \\
razvoj, priznanja in nagrade, uresničevanje \\
in druga področja Splošne poslovne odličnosti. \\
\hspace*{0.8\baselineskip} Če želite o svoji kulturi kakovosti \\
\\
Če želite o svoji kulturi kakovosti \\
izvedeti več in kako razvijati področja, na \\
katerih je orodje Klima kakovosti razkrilo \\
prostor za izboljšave, imate naslednje \\
možnosti:
\\ \\
{\large \textbf{1. \underline{Stopite v stik s Claus M{\o}ller} \\ \underline {Consultingom}}} \\
\textbf{1. \textit{\href{https://clausmoller.com/en/contact-us/}{ \underline {Stopite v stik s Claus M{\o}ller Consultingom}}}} \\
za podrobno ustno in pisno povratno \\
informacijo ali coaching in svetovanje. \\
\\
{\large \textbf{2. \underline{Udeležite se seminarjev Osebna} \\ \underline{kakovost in Doseganje zvezd }}} \\
\textbf{2. \textit{\href{}{ \underline {Udeležite se seminarjev Osebna kakovost in} \\ \underline{Doseganje zvezd}}}} \\
Da se naučite več o procesu kakovosti in \\ kako vi,
vaš tim in vaša organizacija \\
lahko razvijete kakovost.
\end{minipage}%
\begin{minipage}[t]{0.54\textwidth}
%second column
{\large \textbf{3. \underline{Preberite knjigo Osebna kakovost,}}} \\
\textbf{3. \textit{\href{https://clausmoller.com/sl/izdelek/osebna-kakovost/}{ \underline {Preberite knjigo Osebna kakovost, }}}} \\
v kateri boste dobili uvod v koncept \\
Clausa M{\o}llerja Osebna kakovost, ki se \\
osredotoča na \textbf{človeško stran kakovosti } \\
in je osnova za razvoj vsake druge vrste \\
kakovosti tima, izdelkov, storitev in podjetja.
\\ \\
{\large \textbf{4. \underline{Preberite knjigo Heart Work}}} \\
\textbf{4. \textit{\href{https://clausmoller.com/sl/izdelek/delo-s-srcem/}{ \underline {Preberite knjigo Heart Work }}}} \\
(Knjiga o čustveni inteligentnosti), \\
ki vam daje globlje razumevanje vidika \\
čustvene inteligentnosti v konceptu \\
@ -354,17 +355,17 @@ pomembna v zasebnem in službenem \\
inteligentnost pri posamezniku, v timih in v \\
organizaciji.
\\ \\
{\large \textbf{5. \underline{Uporabite Timski EQ meter,}}} \\
\textbf{5. \textit{\href{https://clausmoller.com/sl/testi/}{ \underline {Uporabite Timski EQ meter, }}}} \\
s katerim natančno ocenite in razvijate \\
čustveno inteligentnost vašega tima in \\
vaše organizacije.
\\ \\
{\large \textbf{6. \underline{Uporabite Osebni Employeeship meter,}}} \\
\textbf{6. \textit{\href{https://clausmoller.com/sl/testi/}{ \underline {Uporabite Timski Employeeship meter,}}}} \\
s katerim natančno ocenite in začnete \\
razvijati stališča in vedenje Employeeshipa \\
pri zaposlenih in v svojem življenju.
\\ \\
{\large \textbf{7. \underline{Uporabite Organizacijski Employeeship} \\ \underline{meter,}}} \\
\textbf{7. \textit{\href{https://clausmoller.com/sl/testi/}{ \underline {Uporabite Organizacijski Employeeship } \\ \underline{meter,}}}} \\
s katerim v svoji organizaciji pomagate \\
ugotoviti prednosti in slabosti na \\
štirinajstih področjih organizacijskih \\

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@ -407,7 +407,7 @@ On the following pages these 14 areas are listed together with a short descripti
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}[leftmargin=*]
\item The organisation has a well--defined mission statement, a description of what business we are in, our business idea i.e. "long term" reason for existing
\item The organisation has a well--defined mission statement, a description of what business we are in, our business idea i.e. -- "long term" reason for existing
\item The mission statement is known by everyone
\item We focus and only use resources in areas that fit in naturally with our mission statement.
\end{itemize}
@ -456,7 +456,7 @@ publication: "Time Manager -- The key to personal effectiveness". \\
\end{itemize}
\bigskip
Read more in the Employeeship book about \textbf{"We" culture} on pages 140--145. \\
Read more in the Employeeship book about "We" culture on pages 140--145. \\
\bigskip
{\large \textbf{5. Management system}}
@ -607,8 +607,8 @@ Read more in the Employeeship book about \textbf{Career development}, especially
\vspace*{1.5\baselineskip}
\hspace*{0.9\baselineskip}Read more in the Employeeship book about Internal communication on pages 128--129. \\
\bigskip
{\large \textbf{12. Information system}}
\end{flushleft}
\end{minipage}
@ -616,8 +616,10 @@ Read more in the Employeeship book about \textbf{Career development}, especially
% PAGE 9
\begin{minipage}[t]{0.44\textwidth}
\begin{flushleft}
\renewcommand\labelitemi{\large$\bullet$}
{\large \textbf{12. Information system}}
\begin{itemize}[leftmargin=*]
\item In the organisation the information system contains both hard and soft information
\item We frequently survey customer satisfaction. We know how many customers we lose and why
@ -645,7 +647,7 @@ Read more in the Employeeship book about Information system, especially about an
\item Company Quality
\end{itemize}
\item Quality is a natural part of the way we do things
\item We are all responsible for our quality performance. Quality is not just the concern of the quality manager or the quality department
\end{itemize}
@ -657,6 +659,7 @@ Read more in the Employeeship book about Information system, especially about an
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}[leftmargin=*]
\item We are all responsible for our quality performance. Quality is not just the concern of the quality manager or the quality department
\item We know that personal quality is the basis of all other quality
\item We have clear quality policies which are known by all of us. They express concern about the organisation's commitment to its employees, customers, suppliers and community
\item We have clear quality standards for performance at all levels in our organisation, i.e. we all know what quality means for us
@ -675,7 +678,6 @@ You can read more about Quality Policy in Claus M{\o}ller's book "Personal Quali
\item The organisation is a learning company. We use each other's skills and knowledge and learn from each other all the time
\item We organise training courses for people from all functions, professions and departments in subjects such as: finance for salespeople, sales for finance staff, computer skills for everyone, creativity for everyone, management for everyone, etc.
\item New employees are encouraged to share their knowledge and first-hand impressions. They are encouraged to questions the organisation's routines and habits
\item Everybody irrespective of age, seniority and position learns from others. Everybody teaches others something.
\end{itemize}
\end{flushleft}
@ -688,6 +690,7 @@ You can read more about Quality Policy in Claus M{\o}ller's book "Personal Quali
\begin{flushleft}
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}[leftmargin=*]
\item Everybody irrespective of age, seniority and position learns from others. Everybody teaches others something.
\item Whenever an employee has attended a course, an exhibition, etc., others in the organisation will benefit from the new--found knowledge. Time is reserved for the "course participant" to share with others in the organisation what they have learnt. People discuss how the new knowledge and tools can be applied to create a more effective and efficient organisation
\item We encourage everybody to take an interest in other people's work and pass on information about their own work
\item All employees get the opportunity to use their knowledge and are encouraged to take the initiative to keep acquiring new skills and competencies
@ -712,6 +715,42 @@ Read more in the Employeeship book about Learning company on pages 168--171.
\end{flushleft}
\end{minipage}
\newpage
% Organisational Employeeship Meter, English report
\begin{center}
\begin{minipage}{0.7\linewidth}
\chapter{\Large \textbf{How to use this tool}}
\begin{center}
\vspace*{\baselineskip}
{\large \textbf{How the organisation can use the Organisational Employeeship Meter tool}}
\end{center}
\begin{flushleft}
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}
\item The overall result of the "Organisational Employeeship Meter" should be carefully discussed everywhere in the organisation. Everybody should be invited to come up with suggestions, ideas and views which are then discussed further in a management meeting. The meeting should result in a concrete plan for maintaining and developing the Employeeship culture, within the whole organisation. \bigskip
\item The "Organisational Employeeship Meter" should be used once a year. The tool can also be used as a benchmarking tool to determine any changes and successes.
\end{itemize}
\bigskip
\begin{center}
{\large \textbf{How the individual can use the Organisational Employeeship Meter tool}}
\end{center}
\begin{itemize}
\item Every employee should carefully study the results of the "Organisational Employeeship Meter". This will increase awareness of the areas in which the systems and policies of the organisation should be developed from the employee's point of view. \bigskip
\item Every employee should make suggestions for improvements to the existing systems and policies. \bigskip
\item As the new systems and policies are introduced, every employee should contribute to their implementation without delay. This can -- for example -- be done by giving feedback as to whether the new systems and policies work as intended.
\end{itemize}
\end{flushleft}
\end{minipage}
\end{center}
% PAGE 11
\begin{center}
@ -719,13 +758,13 @@ Read more in the Employeeship book about Learning company on pages 168--171.
\end{center}
\begin{center}
\begin{minipage}{0.7\linewidth}
\begin{minipage}{0.8\linewidth}
\begin{flushleft}
The following charts show percentages of employees giving scores for each factor calculated on a scale from 1 to 5.
%\vspace*{-1.2\baselineskip}
\hspace*{\baselineskip}
\centerline{\includegraphics[width=7.3cm]{../latexkosi/logo/legend_description.png}}~\\[1cm]
\centerline{\includegraphics[width=5.5cm]{../latexkosi/logo/legend_description.png}}~\\[1cm]
The management assesses and evaluates the total result from the "Organisational Employeeship Meter". \\
@ -736,6 +775,12 @@ A good rule of thumb is that improvements should be made in a factor if:
\begin{itemize}
\item \textbf{more than 20 \%} of the employees have ticked 'Insufficient' or 'Unacceptable' and/or
\item \textbf{less than 50 \%} of the employees have ticked 'Excellent' or 'Good'.
\item The overall results of the "Organisational Employeeship Meter" \\
should be carefully discussed in a meeting attended by everyone \\
in the team. This meeting should lead to a concrete plan for \\
developing and improving the Employeeship culture. This plan \\
should be regularly reviewed at future team meetings.
\end{itemize}
\end{flushleft}

440
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@ -0,0 +1,440 @@
% Teamship Meter, English report
% Packages and definitions
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\usepackage{longtable}
\LTcapwidth=\textwidth % to keep longtable captions in one row
\usepackage{arev} % font package
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\usepackage{amsmath} % improving the information structure and output containing formulas
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% Slovenian characters
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%\def č{\v c}
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\usepackage{enumitem} % layout of list environments
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\usepackage{etoolbox}
\usepackage[none]{hyphenat} % no hyphenation
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\usepackage[table,xcdraw]{xcolor}
\usepackage[skip=0pt]{caption} % minimum margin between figure titles
\captionsetup[figure]{labelformat=empty} % no "Figure" below a figure
\usepackage{float}
\usepackage{multirow}
\usepackage{tikz}
\usetikzlibrary{shapes.multipart}
\usepackage{pifont} % pencil symbol below graphs
% drawing boxes in legend or table environment
\newcommand*\circled[1]{\tikz[baseline=(char.base)] {\node[shape=circle,draw,inner sep=1pt] (char) {#1};}}
\newcommand{\mycbox}[1]{\tikz{\path[draw=#1,fill=#1] (0,0) rectangle (0.40cm,0.40cm);}}
% chapter formatting
\usepackage{titlesec}
\titleformat{\chapter}[block]{\centering\Large\bfseries}{}{0pt}{\Large} % {format}{label}{sep}
\titlespacing*{\chapter}{0pt}{-13pt}{10pt}
\renewcommand{\thechapter}{} % no numbering of chapters
\renewcommand\thesection{\Alph{section}}
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{\leaders\hbox{\normalfont$\m@th\mkern \@dotsep mu\hbox{.}\mkern \@dotsep mu$}\hfill}
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\usepackage{array,calc}
\newcolumntype{A}[1]{>{\begin{minipage}{#1}\vspace{\tabcolsep}}l<{\vspace{\tabcolsep}\end{minipage}}}
\newenvironment{Complement}[1][0.75cm]{\hspace{#1}\begin{minipage}{\linewidth-#1}\hspace{-#1}\ignorespaces}{\end{minipage}}
% hyperlinks
\usepackage{hyperref}
\hypersetup{
colorlinks=true,
linkcolor=black,
urlcolor=blue,
pdfstartview={XYZ null null 1},
pdftitle={naslov!}
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\newcommand{\answerbox}[1][3\baselineskip]{%
\noindent\framebox[\linewidth]{%
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% header and footer
\usepackage{fancyhdr}
\pagestyle{fancyplain}
\fancyhf{}
\renewcommand{\headrulewidth}{0pt}
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\fancyhead[L] {\color{red} Teamship Meter - !organisation!}
\fancyhead[R] {\color{gray} \textcopyright \hspace{1mm} 2020 - Claus M{\o}ller Consulting}
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}
% table of contents
%\usepackage{tocloft}
\renewcommand{\contentsname}{Contents} % title
\setcounter{tocdepth}{0} % only chapters in table of contents
%\renewcommand\cftchapfont{\Large \bfseries}
% Body of this .tex file
\begin{document}
\begin{titlepage}
\thispagestyle{specialfooter}
\begin{center}
\vspace*{-5.5\baselineskip} % Da bo slika na vrhu vertical space
\noindent\makebox[\textwidth]{\includegraphics[width=12cm]{../latexkosi/logo/teamship_meter.png}}~\\[2.5cm]
\hspace*{-2.3\baselineskip} \includegraphics[width=17cm]{../latexkosi/logo/logo_teamship.png}~\\[5.5cm] % horizontal space
\end{center}
\hspace*{-2.5\baselineskip} \noindent\underline{\makebox[7in][l]{Organisation: !organisation!}} ~\\[0.5cm]
\hspace*{-2.5\baselineskip} \noindent\underline{\makebox[4in][l]{Date: !date!} \makebox[3in][l] {Consultant:}} ~\\[0.5cm]
\end{titlepage}
\cleardoublepage % ensure we're on an odd page
% PAGE 2
\noindent\hspace{0.12\linewidth}\begin{minipage}{0.85\linewidth}
\begin{flushleft}
Dear !name!! \\
\bigskip \bigskip
Here are the results of the \textit{Teamship Meter} test that you have just finished. \\
\bigskip
The Teamship Meter is more than just a set of measuring tools. It is also an educational tool, useful to train team members in all teams. \\
\bigskip
By using the Teamship Meter the team will benefit from the following:
\bigskip
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}
\item Everybody will become aware of what it takes to be a good team member.
\item Everybody will become aware of what it takes for the whole team to perform well.
\item The team leader becomes aware of what it takes to bring out the best in each team member and create extraordinary results with and through a "real" team.
\item The team leader can learn what it takes to enjoy respect from the other team members.
\item The team leader and the team will be able to monitor the progress and take corrective actions, if necessary.
\end{itemize}
\bigskip
On the following pages you will get an introduction to the Teamship Meter. \\
\vspace{3\baselineskip}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.1\textwidth}
\end{minipage}
\vspace{2\baselineskip}
\begingroup
\let\clearpage\endgroup
% a \clearpage will close the group and restore the meaning
\tableofcontents
% PAGE 3
\begin{center}
\chapter{\Large \textbf{About Teamship meter}}
\end{center}
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\large \textbf{Creating winning teams}} \\
\textit{Successful teams build on successful individuals.} \\
A successful organisation may be described as a \textit{team of teams}. \\
\hspace*{0.8\baselineskip}The success of any organisation depends on the success of each team in that organisation and their ability to co‑operate and support each other. \\
\hspace*{0.8\baselineskip}The success of any team builds upon the success of the individual team members and their ability to co--operate and support each other. \\
A successful team displays \textit{Teamship}. \\
\hspace*{0.8\baselineskip}Teamship exists when everyone in the team:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}
\item is \textbf{capable}, i.e. has adequate skills and knowledge
\item is \textbf{willing}, i.e. co--operates and brings out their best as individual performer and as a team member
\item is \textbf{allowed}, i.e. takes responsibility and initiative.
\end{itemize}
\bigskip
Teamship is about how an organisation can develop and sustain winning teams, \textbf{real teams} -- rather than just working groups. \\
\hspace*{0.8\baselineskip}\textit{Teamship is what gives so many companies an edge over their competitors.} \\
\bigskip
{\large \textbf{Teams in sports}} \\
It is Claus M{\o}ller's experience and belief that organisations can get a lot of inspiration from the world of sports when it comes to effective teamwork. \\
Much can be learned from observing all the different games played in teams -- be it basketball, volleyball, hockey, cricket, baseball, rugby, handball, football (soccer), yachting or rowing. \\
\bigskip
In Teamship we have chosen to use \textbf{football} as the parable. \\
This is because football is the most well--known team sport and the most easily understood example. \\
\bigskip
If company teams were as committed as football teams, companies would become more successful. \\
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.53\textwidth}
\begin{flushleft}
{\large \textbf{The Teamship booklet}} \\
This book provides both inspiration and practical help for management, team leaders and team members to compose and develop winning teams. \\
It suggests how company teams can profit from adopting the characteristics of winning football teams. \\
\hspace*{0.8\baselineskip}To implement these suggestions the book offers 2 tools:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}
\item \textit{Can/will model} \\ A tool to put together a winning team.
\item \textit{Teamship policy} \\ A tool to shape the Teamship culture in organisations.
\end{itemize}
\bigskip
The Teamship book is for everyone: \\
\bigskip
\textbf{Team leaders} \\
The team leader can find inspiration and specific tools to: \\
\renewcommand\labelitemi{\large$-$}
\begin{itemize}
\item create a high performing team
\item ensure the right team spirit
\item gain respect from all team members
\item achieve better results.
\end{itemize}
\bigskip
\textbf{Team members} \\
As team members all employees can find inspiration and help to:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}
\item become high performers
\item understand their own role as team members
\item adopt the attitude: "I play for both myself and the team to win"
\item take responsibility for the success and failure of the team
\item achieve better: opportunities for advancement, influence, career prospects, remuneration, recognition -- and an improved quality of life.
\end{itemize}
\end{flushleft}
\end{minipage}
%\newpage
% PAGE 4
\begin{center}
\chapter{\Large \textbf{15 Teamship factors}}
\end{center}
\begin{minipage}[t]{0.52\textwidth}
\begin{flushleft}
\textbf{Teamship factors} \\
For more than 20 years Claus M{\o}ller has helped organisations in all lines of business in many different cultures all over the world to create winning teams -- by introducing Teamship. \\
\hspace*{0.8\baselineskip}His own experience supported by thorough research indicates that all winning teams have a number of characteristics in common. \\
\hspace*{0.8\baselineskip}Claus M{\o}ller has identified 15 characteristics which seem to apply to most highly performing teams. \\
\hspace*{0.8\baselineskip}He calls these characteristics \textit{Teamship factors}. \\
\bigskip
\textbf{How to create Teamship} \\
The accompanying Teamship booklet presents the 15 Teamship factors. \\
\hspace*{0.8\baselineskip}For each factor is described: \\
\bigskip
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}[leftmargin=*]
\item How winning football teams "play".
\item How teams in organisations all too often "play".
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.52\textwidth}
\begin{flushleft}
Under each factor there is an indication of what company teams can do to adopt "football team behaviour". More specific advice is given in the chapter: \textit{Teamship Policy}. \\
\bigskip
\begin{enumerate}
\item Each team member brings out their best
\item Everyone identifies with the vision
\item Success criteria are shared
\item The team is organized around its success criteria
\item Everyone is willing to change instantly
\item The team can overcome obstacles
\item Everyone possesses professional skills
\item Everyone has relational skills
\item The team is a "we team"
\item Everyone learns and shares
\item The team is a "whole" team
\item The team leader is visible
\item The team leader helps everyone to achieve success
\item The team leader enjoys respect
\item Good performance is rewarded
\end{enumerate}
\end{flushleft}
\end{minipage}
\vspace{4\baselineskip}
\begin{center}
\begin{minipage}{0.7\linewidth}
\begin{flushleft}
In the Teamship booklet you will find a description of:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}
\item The importance of each of the 15 factors
\item Can/Will model; a tool to put together a winning team
\item Teamship policy example
\end{itemize}
\end{flushleft}
\end{minipage}
\end{center}
\newpage
% PAGE 5
\chapter{\Large \textbf{How to use this tool}}
\begin{center}
\begin{minipage}{0.83\linewidth}
\begin{center}
\vspace*{\baselineskip}
{\large \textbf{How the individual can use the tool}}
\end{center}
\begin{flushleft}
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}
\item Each team member should carefully study their own response to the Teamship Meter. This will increase awareness of the areas in which the team culture needs to be shaped from the team member's point of view.
\item By comparing their own response with the total team result, each individual can get an idea of how well their evaluation agrees with that of their colleagues.
\item With this new awareness, everyone will be better equipped to contribute to shaping the team culture.
\end{itemize}
\bigskip
\begin{center}
{\large \textbf{How the organisation can use the tool}}
\end{center}
\begin{itemize}
\item The Teamship Meter should be used by all teams in the organisation. Results from the different teams should be compared and discussed in order to achieve improvements throughout the organisation based on best practice.
\item Senior management can use the tool to identify those teams from which the whole organisation can learn something or those which need help.
\item It is possible to get an idea of the strong and weak points of the entire organisation by looking at those areas for which all teams have a similar evaluation.
\item If the results of a team differ substantially from the results of all other teams in respect of one or more areas, this can be an indication of the special nature of that particular team.
\item The Teamship Meter should be used by all teams at least once a year and also in connection with organisational changes.
\end{itemize}
\end{flushleft}
\end{minipage}
\end{center}
%\newpage
% PAGE 6
\begin{center}
\chapter{\Large How to interpret the graphs}
\end{center}
\begin{minipage}[t]{0.52\textwidth}
\begin{flushleft}
The following charts show percentages of employees giving scores for each factor calculated on a scale from 1 to 5. \\
\centerline{\includegraphics[width=6.3cm]{../latexkosi/logo/legend_description.png}}~\\[0cm]
The team evaluates the total team result of the Teamship Meter. \\
\bigskip
A good rule of thumb is that improvements should be made in a factor if:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}
\item \textbf{more than 20 \%} of the employees have ticked 'Insufficient' or 'Unacceptable' and/or
\item \textbf{less than 50 \%} of the employees have ticked 'Excellent' or 'Good'.
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.52\textwidth}
\begin{flushleft}
\textbf{\large How the team can use the tool}
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}[leftmargin=*]
\item The overall results of the Teamship Meter should be carefully discussed in a meeting attended by all team members. This meeting should lead to a concrete plan for shaping and improving the team culture. This plan should be regularly adjusted at team meetings. \bigskip
\item In the section "Good advice", some recommendations have been given for each factor, on how the team can move from the actual level of performance to the ideal level of performance -- and thereby shape the Teamship culture.
\end{itemize}
\end{flushleft}
\end{minipage}
\newpage
\begin{center}
\LARGE\textbf{COMPANY NAME}
\end{center}
\begingroup % chapter on same page. Remove pagebreak after a chapter (Only for one chapter!)
\renewcommand{\cleardoublepage}{}
\renewcommand{\clearpage}{}
\chapter{\Large \textbf{Teamship factors}}
\endgroup
% \end{document}

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% PAGE 10
\begin{center}
\chapter{\Large \textbf{Characteristics of teams displaying Teamship}}
\end{center}
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\textbf{1. Each team member brings out their best }}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item In our team everyone brings out their best -- each and every day.
\item We all take ownership of our own and the team's successes and failures. When we win we all win. When we lose we all lose.
\item Everybody is committed to their work, with both their hearts and minds.
\item Everyone works hard to meet the demands and expectations put on the team by the outside world as well as by the team's own members.
\item When outside our team we all speak in positive terms about our team.
\item We are all proud of being members of our team.
\item We all defend our team against attacks.
\item We don't wait for others to give us tasks to do -- we are "self-starters".
\item It is expected and accepted that ideas and suggestions for improvements are made by everyone.
\item We are all active "players" rather than passive "spectators".
\item Our team culture is characterised by togetherness, enthusiasm and a fighting spirit towards success.
\end{itemize}
\bigskip
{\textbf{2. Everyone identifies with the vision }}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item The team has a vision: a major, valuable, ambitious long--term goal clearly described as a desirable state achieved at a particular moment in time.
\item The vision is communicated to us all in such a way that we all know it and understand it.
\item The vision is sufficiently ambitious and meaningful to enable us all to contribute to its implementation.
\item All team members are invited to contribute to the creation of the vision.
\item Everyone identifies with the vision.
\item The vision pervades the life of our team, mobilises energy and creates a fighting spirit for success.
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\textbf{3. Success criteria are shared}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item The team's success criteria are understood and accepted by everyone.
\item The success criteria are an integral part of the daily life of the team.
\item In our team there is a perfect match between the success criteria of the team and those of the individual team members. The success of each team member contributes to the success of the entire team and vice versa.
\item All our efforts are aligned. We all pull in the same direction.
\item We monitor our performance and progress in relation to our success criteria.
\item Our success criteria are evaluated on a regular basis and updated, when appropriate.
\item All team members are invited to contribute to the definition and revision of the success criteria.
\end{itemize}
\bigskip
{\textbf{4. The team is organised around its success criteria}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item In our team we are organised directly around our success criteria -- instead of being organised around traditional functions.
\item We all spend our time and energy adding value and creating success for our team.
\item All team members have a clear picture of their role in the team and know what is expected of them.
\item We spend no energy on political issues and territorial fights.
\item There are no restricting rules or regulations, nor excessive bureaucracy keeping us from doing the right things -- the things which add value.
\item We are serving our external and internal customers rather than our own hierarchy.
\item We focus on the process of creating results rather than on the end results.
\end{itemize}
\end{flushleft}
\end{minipage}
\newpage
% PAGE 11
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\textbf{5. Everyone is willing to change instantly}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item In our team each team member is willing to and capable of changing their tactics and behaviour instantly, whenever necessary.
\item Each team member can easily adapt to new situations and new conditions.
\item Flexibility is expected from and displayed by everyone.
\item We all expect the unexpected. When the unexpected happens, we try to get the best out of the new situation.
\item Nobody thinks or says: "I'm not employed to do that", "That is not in my job description".
\end{itemize}
\bigskip
{\textbf{6. The team can overcome obstacles}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item When we face an obstacle in the process towards the goal, our team can mobilise the necessary energy to solve the problem.
\item When a problem occurs, our team takes ownership of the problem. Our team feels responsible for coming up with a solution. We do not pass on the problem to somebody else -- we solve it.
\item When we experience problems, obstacles and conflicts, we don't just talk about them. We do something about them.
\item We are all empowered to make the necessary decisions to solve the problems when and where they occur.
\item We all register the small signals indicating that a problem is coming up. We anticipate the potential obstacles.
\item We analyse all problems. We prevent future problems by working on the underlying causes rather than on the symptoms.
\item Whenever we see an opportunity for development in the process, we immediately take action to benefit from it.
\item We solve problems both through individual effort and teamwork.
\item We do not let bureaucracy and formal systems prevent us from taking the necessary action. We use common sense as the main rule. If an existing rule is inappropriate in a given situation -- we break it.
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\textbf{7. Everyone possesses professional skills}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item We are all capable of performing our tasks professionally.
\item We all have the necessary education and training.
\item We are all sufficiently experienced.
\item We all have the appropriate skills.
\item In our team we have adopted the principle of the multi--functional employee. Everyone has more than one skill/speciality and can do more than one job.
\item All team members can work in other teams in the organisation and across professional boundaries.
\end{itemize}
\bigskip
{\textbf{8. Everyone has relational skills}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item We are good at teamwork. We interact and "play" well together.
\item Everyone knows their own strengths and weaknesses and utilises this knowledge to strengthen the work process.
\item Everyone knows the strengths and weaknesses of all the other team members and utilises this knowledge to strengthen the work process.
\item Everyone can hand over a task in a way which makes it easy for the next link to carry on the process.
\item Everyone can take over a task in such a way that the work process flows on smoothly.
\item Everyone communicates continuously with the other team members. Listening, asking questions, giving information, checking the common understanding, etc.
\item We all know at which stage in the work process there is a call for our contribution.
\item All team members know when it is the appropriate time to involve other team members in the work process.
\end{itemize}
\end{flushleft}
\end{minipage}
\newpage
% PAGE 12
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\textbf{9. The team is a "we team"}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item Our team is a "we team" and not a "me team".
\item All team members are united to "play" together to win.
\item We have no competitors or "enemies" inside our own organisation. We have no internal fights between team members.
\item We have no internal fights with other teams.
\item Nobody wins at the expense of the team or fellow team members.
\item Each team member shows consideration and respect for their fellow team members.
\item We criticise ourselves constructively within the privacy of our own team.
\item We have our discussions and we all speak up. But once a final decision has been made, we are loyal to this decision, even if we do not entirely agree with it.
\item We respect each other even if we disagree.
\item Everyone plays for themselves and the team to win. Nobody plays for themselves at the expense of the team.
\end{itemize}
\bigskip
{\textbf{10. Everyone learns and shares}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item We use each other's skills and knowledge and learn from each other all the time.
\item Everybody shares their knowledge, experience and skills with others.
\item We all feel responsible for both our own development and that of the team.
\item We organise training courses for all team members to develop their skills and knowledge as specialists as well as generalists.
\item New team members are encouraged to share their knowledge and first--hand impressions. They are encouraged to question the established routines and habits of the team.
\item Whenever a team member has attended a course, an exhibition etc. others in the team will benefit from the new--found knowledge. Time is allocated for the "student" to share what they have learnt.
\item We encourage everybody to take an interest in other team members' work and to share information about their own work.
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item Ideas and creative suggestions for improvement from all team members are expected and appreciated.
\end{itemize}
\bigskip
{\textbf{11. The team is a "whole" team}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item In our team we have people with different backgrounds in terms of age, experience, education, sex, etc.
\item In our team we have complementary skills, i.e. the specialist skills of each team member supplement the specialist skills of the other team members.
\item Together we possess all the skills it takes to meet the demands and expectations put on the whole team -- both in terms of professional skills and general skills.
\item Our team has people who can produce -- do it, instead of just talking about it.
\item Our team has people who can administrate -- plan, coordinate, monitor, control and follow up.
\item Our team has people who can innovate -- come up with new ideas and provoke change.
\item Our team has people who can integrate -- make people work together and pull in the same direction.
\end{itemize}
\bigskip
{\textbf{12. The team leader is visible}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item Our team leader is also a team member.
\item Our team leader is highly visible, participates and commits to the success of the team and each team member.
\item Our team leader knows what happens at the "fingertips" of our team.
\item Our team leader demonstrates an interest in each team member's performance.
\item Our team leader continues to be involved in monitoring the progress of projects that they have initiated.
\item Recognition and criticism of the team and team members are based on our team leader's own experience -- and not on second--hand knowledge.
\item Our team leader patriates together with the team in common activities: training, celebrations, parties, sport.
\end{itemize}
\end{flushleft}
\end{minipage}
\newpage
% PAGE 13
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\textbf{13. The team leader helps everyone to achieve success}}
Our team leader:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item encourages us to take responsibility.
\item helps each team member to achieve and strive for success.
\item provides "good service" to our team and its members.
\item encourages us to serve our internal and external clients -- rather than servicing the team leader and the hierarchy
\item focuses more on our strengths than on our weaknesses.
\item reprimands us in such a way, that we keep our self--esteem.
\item focuses on the success of the team and its members -- rather than on own success, position, rank and gain.
\item expects and accepts ideas from us -- and does not just promote own ideas.
\item inspires us to bring out our best -- and fully use our knowledge and talents.
\end{itemize}
\bigskip
{\textbf{14. The team leader enjoys respect}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item We respect our team leader for their professional skills. Our leader knows what the game is all about.
\item We respect our team leader for their people skills.
\end{itemize}
\bigskip
Our team leader:
\begin{itemize}[leftmargin=*]
\item contributes highly to the success of our team.
\item has integrity.
\item gives us open and honest information.
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item never betrays a team member to save their own position.
\item talks positively about us outside the team and will only criticise constructively within the team.
\item never takes the credit for results or ideas they have not created.
\item blames themselves and not others for the lack of success.
\item promotes and supports cooperation with other teams and team leaders.
\end{itemize}
\bigskip
{\textbf{15. Good performance is rewarded}}
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item Recognition/reprimands given to the entire team as well as to the individual team members concerned follow the same set of rules, i.e. they will consistently be given based on the same kind of attitude, behaviour and performance.
\item Our team leader knows and complies with the rule: "What is rewarded gets done".
\item Everyone in our team gets recognition for good individual performance -- including those whose performance is not immediately visible.
\item Everyone gets recognition for their contribution to the success of the team and the organisation.
\item All team members who both can and will are offered more responsibility, freedom of action and new challenges.
\item Personal development is encouraged, recognised and rewarded.
\item Everyone gives recognition to fellow team members for good performance.
\end{itemize}
\end{flushleft}
\end{minipage}
\newpage
% PAGE 14
\begin{center}
\begin{minipage}{0.87\linewidth}
\chapter{\Large \textbf{How to shape the Teamship culture}}
\begin{flushleft}
In order to create, maintain and develop a Teamship culture we strongly recommend using the Teamship booklet as your source of inspiration and two other tools:
\vspace{1.5\baselineskip}
\noindent\hspace{0.3\linewidth}\begin{minipage}{0.7\linewidth}
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}
\item Can/will model
\item Teamship policy
\end{itemize}
\end{minipage}
\bigskip \bigskip
\begin{center}
{\large \textbf{Can/will model}} \\
\textbf{A tool to put together a winning team}
\end{center}
It takes competent players and a competent coach to create a winning team -- a competent team. The Can/will model can be used to analyse the capability of the individual team member and select the right ones for the team. \\
\bigskip
Read more about the Can/will model in the \textit{Teamship} booklet.
\bigskip \bigskip
\begin{center}
{\large \textbf{Teamship policy}} \\
\textbf{A tool to shape the Teamship culture in organisations}
\end{center}
In order to implement and sustain a Teamship culture it is vital to communicate to all team members in all teams what is understood by Teamship in the organisation and in each team. \\
\bigskip
The special attitudes and sets of behaviour which together form the Teamship culture have to be clearly phrased and shared by everyone in the team. Teamship has to be discussed over and over again among team members in all teams. \\
\bigskip
We recommend all organisations to have a Teamship policy as a part of the overall company policies. This policy should describes the framework, rules and guidelines to be adhered to by everyone. \\
\bigskip
The Teamship policy should be phrased in such a way that it makes sense and is valid for the entire organisation -- the team of teams -- as well as for each team. \\
\end{flushleft}
\end{minipage}
\end{center}
\newpage
% PAGE 15
\begin{center}
{\Large \textbf{Good advice on shaping the Teamship culture}}
\end{center}
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
If the team scored unsatisfactorily in one or more of the Teamship factors, the following good advice can be used as an inspiration to improve the situation. \\
\bigskip
{\large \textbf{1. Each team member brings out their best }} \\
\bigskip
\textbf{Closing the commitment gap} \\
People tend to perform at their best as team members when:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item they have a high degree of self--esteem
\item they feel that what they do is meaningful
\item they know what is expected from them
\item their contributions are appreciated, made visible and rewarded
\item they are supported
\item they are faced with demands
\item they are allowed to do what they are willing and capable of doing
\item they are frequently informed and invited to participate in a real dialogue
\item they are treated with respect
\item they are currently inspired to improve and break the limits.
\end{itemize}
To close a commitment gap or an "ownership gap" is a very complex task, because there are several reasons for the gap. \\
\hspace*{0.8\baselineskip}Commitment as well as ownership attitude and behaviour depend very much on how well the team adheres to the Teamship policy related to the following 14 Teamship factors. These factors touch most of the issues decisive for an individual's commitment and sense of ownership. \\
\bigskip
\textit{Read more about commitment and ownership in the books Be a Double Bagger (The chapter Single bagger or double bagger?), My Life Tree (chapter 2, How do I look at life?) and Employeeship (The entire book is about how to mobilise everyone's energy and commitment).}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\large \textbf{2. Everyone identifies with the vision }} \\
\bigskip
\textbf{Making everyone identify with the vision} \\
Claus M{\o}ller recommends to follow these guidelines:
\bigskip
\renewcommand\labelitemi{\large$\bullet$}
\renewcommand\labelitemii{\large$-$}
\begin{itemize}[leftmargin=*]
\item Make sure that the vision is a real vision: \bigskip
\begin{itemize}[leftmargin=*]
\item that it clearly describes a desirable state
\item that it has a deadline
\item that it is both compelling, challenging and realistic
\item that it is meaningful and worthwhile to all team members
\item that it appeals to both heart and mind.
\end{itemize}
\bigskip
\item Make sure that the vision is effectively marketed in the organisation and in each team: \bigskip
\begin{itemize}[leftmargin=*]
\item that it is communicated again and again
\item that everyone is given a chance to match and adjust their understanding of the vision
\item that each team and each team member get help to break down the vision into small operational components
\item that it is clear what the team and the team members can do to make the vision come true
\item that everyone is invited to contribute to the creation of the vision.
\end{itemize}
\bigskip
\item Create a new vision when the old one is coming true. This should be done to anticipate the almost inevitable \textit{energy drop} which occurs after a big success.
\end{itemize}
\bigskip
\textit{Read more about goal setting in the book Time Manager -- the Key to Personal Effectiveness and about personal goals in the book My Life Tree (Chapter 6).} \\
\end{flushleft}
\end{minipage}
\newpage
% PAGE 16
\begin{minipage}[t]{0.5\textwidth}
\begin{flushleft}
{\large \textbf{3. Success criteria are shared}} \\
\bigskip
\textbf{Sharing and aligning success criteria} \\
Establish clear success criteria. Make sure that they are understood and accepted by all team members. Put them on paper. \\
Bring about an ongoing dialogue concerning:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item the main purpose of the team
\item the contribution of each team member
\item how to measure individual success and team success
\item how to avoid conflicts between the team goal and the goals of the team members
\item how to ensure that all contributions are aligned and everyone pulls in the same direction
\item how to avoid conflicts between teams.
\end{itemize}
\bigskip
{\large \textbf{4. The team is organised around its success criteria}} \\
\bigskip
\textbf{Getting organised for success} \\
Have a clear picture of the goal and the tasks. Describe the processes which lead to team success and organise the team around them. \\
Make sure that everybody knows their own role in the process. Discuss between the team members:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item How to maximise the time and energy spent on value adding activities.
\item How to avoid wasting time on inappropriate activities.
\item How to minimise restricting rules and excessive bureaucracy.
\end{itemize}
\end{flushleft}
\end{minipage}%
%second column
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.52\textwidth}
\begin{flushleft}
{\large \textbf{5. Everyone is willing to change instantly.}} \\
\bigskip
\textbf{Closing the flexibility gap} \\
Communicate clearly and often that willingness to change is expected from everyone. Reward flexible behaviour and willingness to change. \\
\hspace*{0.8\baselineskip}Test the flexibility and change willingness of team members prior to engagement. \\
\hspace*{0.8\baselineskip}Discuss how the team and each team member can be prepared to "expect the unexpected". \\
\hspace*{0.8\baselineskip}Build flexibility into any job description. \\
\hspace*{0.8\baselineskip}Discuss how the team and its members can embrace change and make it a natural part of their daily lives. \\
\hspace*{0.8\baselineskip}Provide adequate balance between what is stable and what should be flexible in order for people to feel that it is safe to change. \\
\bigskip
\textit{Read more about change in the book Employeeship (Epilogue, p. 183 -- 197).} \\
\vspace{1.5\baselineskip}
{\large \textbf{6. The team can overcome obstacles}} \\
\bigskip
\textbf{Overcoming obstacles} \\
Communicate clearly and often that all team members are expected to try everything to remove any obstacle on the way towards the goal. \\
\hspace*{0.8\baselineskip}Identify frequently occurring obstacles and establish ways of overcoming them. Inspire everyone to solve the problems rather than talking about them. At team meetings discuss:
\renewcommand\labelitemi{\large$-$}
\begin{itemize}[leftmargin=*]
\item How we can learn from our mistakes and avoid repeating them.
\item How we can register signals indicating that an obstacle is coming up.
\item How we can solve problems both through individual effort and teamwork.
\end{itemize}
Create a \textit{tool box} of methods and creativity techniques to anticipate, prevent, and deal with obstacles -- and to implement decision. \\
\bigskip
\textit{Read more about how to implement and overcome obstacles in the book Employeeship (The chapter on Initiative, p. 64-75 and the chapter on Implementation p. 108-123). The Practical Manager itself is an implementation tool.} \\
\end{flushleft}
\end{minipage}
\newpage
% PAGE 17
\begin{minipage}[t]{0.52\textwidth}
\begin{flushleft}
{\large \textbf{7. Everyone possesses professional skills}} \\
\bigskip
\textbf{Developing professional skills and multifunctionality} \\
\hspace*{0.8\baselineskip}Define clearly the professional demands put on each team member in terms of training, experience and skills. Assess currently how well the demands are met by each team member. Make a development plan for each team member which keeps them on the desired level of competence. \\
\hspace*{0.8\baselineskip}Promote multi--functionality through job rotation and other initiatives. When engaging new team members try to get people who are capable and willing to perform more than one type of job. \\
\hspace*{0.8\baselineskip}Train all team members to become multifunctional.\\
\bigskip
\textit{Read more about multifunctionality in the book Employeeship (p.166-167).} \\
\bigskip
{\large \textbf{8. Everyone has relational skills}} \\
\bigskip
\textbf{Developing relational skills} \\
\hspace*{0.8\baselineskip}Define clearly what is understood by real teamwork. Emphasise frequently the importance of real teamwork. Allocate time for team members to practise teamwork and to get to know each other personally and professionally. \\
\hspace*{0.8\baselineskip}Develop these four kinds of relational skills: \\
\bigskip
\renewcommand\labelitemi{\large$\bullet$}
\begin{itemize}[leftmargin=*]
\item \textbf{Game comprehension:} Ability to comprehend, evaluate, decide and act in a specific situation based on a full understanding of the nature of the game and the work processes and systems behind it.
\item \textbf{Passing skills:} Ability to pass on, respectively receive a task in such a way that the work process flows on smoothly.
\item \textbf{Communication skills:} Ability to read signals from as well as send clear signals to other team members in order to advance the work process.
\item \textbf{People skills:} Ability to improve interpersonal relations and promote real teamwork.
\end{itemize}
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{\large \textbf{9. The team is a "we team"}} \\
\bigskip
\textbf{Developing a "we culture"} \\
\hspace*{0.8\baselineskip}Define clearly the characteristics of a "we" culture and a "we" team. Stress the importance of everyone playing for themselves and for their team. Do not allow anyone to win at the expense of the team or a team mate. \\
\hspace*{0.8\baselineskip}Promote the notion that the organisation is a team of teams. Break down all barriers between departments, functions and hierarchical levels. Avoid using the words we and them in the meaning "we against them". Demonstrate that we means all of us: Management and staff, team leader and team members. \\
\hspace*{0.8\baselineskip}Encourage all team members to come up with constructive criticism within the privacy of the team and to speak positively about the team when outside the team. \\
\bigskip
\textit{Read more about how to create a "we culture" in the book Employeeship (p. 140-145).}
\bigskip
{\large \textbf{10. Everyone learns and shares}} \\
\bigskip
\textbf{Shaping the learning culture} \\
\hspace*{0.8\baselineskip}Define the characteristics of a true learning organisation and team. \\
\hspace*{0.8\baselineskip}Establish practices and routines for learning and knowledge sharing: \textit{Learn to learn.} Use adequate information technology. \\
\hspace*{0.8\baselineskip}Organise training courses for all team members to develop their skills and knowledge as specialists as well as generalists. \\
\hspace*{0.8\baselineskip}Encourage new team members to share their knowledge and first--hand impressions. Ask them to question the established routines and habits of the organisation and the team. \\
\hspace*{0.8\baselineskip}Whenever a team member has attended a course, an exhibition etc. or gained new knowledge in other ways, let the other in the team benefit from this new found knowledge. Allocate time to share. \\
\hspace*{0.8\baselineskip}Encourage everybody to take responsibility for their own development and that of the team and the organisation. \\
\hspace*{0.8\baselineskip}Let everyone learn and share with both people inside and outside the team/organisation. \\
\textit{Read more about the principles of the learning organisation in the book Employeeship (p. 168-171).}
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{\large \textbf{11. The team is a "whole team"}} \\
\bigskip
\textbf{Creating "whole" teams} \\
\hspace*{0.8\baselineskip}Make teams of people with different backgrounds, in terms of age, experience, education, sex, etc. \\
\hspace*{0.8\baselineskip}Make sure that each team has members with complementary skills: \\
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\item People who can \textbf{produce} -- do it, instead of just talking about it.
\item People who can \textbf{administrate} -- plan, coordinate, monitor, control and follow up.
\item People who can \textbf{innovate} -- come up with new ideas and provoke change.
\item People who can \textbf{integrate} -- encourage people to work together and pull in the same direction.
\end{itemize}
\bigskip
{\large \textbf{12. The team leader is visible}} \\
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\textbf{Making team leaders visible} \\
\hspace*{0.8\baselineskip}The following principles should be adhered to by the team leader: \\
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\item Show an interest in each team member's performance.
\item Be visibly involved in keeping the momentum of all projects you have initiated.
\item Base your recognition and criticism of team members on your own experience -- not on second-hand knowledge.
\item Participate together with the team in common activities: training, celebration, parties, sport, etc.
\item Provide a solid base for all team activities in order to make all team members feel comfortable as multi-functional team members.
\end{itemize}
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{\large \textbf{13. The team leader helps everyone to achieve success}} \\
\bigskip
\textbf{Performing as a real coach} \\
All team leaders should know and practise the following principles of coaching: \\
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\item Allow the capable and willing team members to take responsibility.
\item Encourage everyone to serve internal and external clients, rather than servicing the team leader.
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\item Focus more on the team members' strong points than on their weak points.
\item Reprimand the team members in such a way that they keep their self--esteem.
\item Focus on the success of the team and its members -- not on own success.
\item Invite all team members to come up with ideas. Do not just promote own ideas.
\item Inspire the team members to bring out their best and fully utilise their knowledge and talents.
\item Allow each team member the freedom to develop their individual style and specialist skills.
\item Do not "blow their own trumpet". Enable team members to play harmoniously together.
\end{itemize}
\bigskip
Team leaders should meet in learning and sharing sessions to develop coaching skills. \\
\bigskip
\textit{Read more about coaching and delegation in the book Employeeship (p.98-107).} \\
\bigskip
{\large \textbf{14. The team leader enjoys respect}} \\
\bigskip
\textbf{Deserving respect from team members} \\
In order for team leaders to deserve loyalty and respect from each team member they must: \\
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\item Contribute highly to the team success.
\item Have professional and people skills
\item Have integrity. Be open and honest.
\item Defend each team member against attack.
\item Never betray a team member.
\item Talk positively about the team members outside and only criticise inside the team.
\item Never take the credit for results or ideas they have not created.
\item Respect the team members' differences.
\item Replace incompetent team members.
\item Practise what they preach.
\end{itemize}
\bigskip
\textit{Read more about Loyalty and how the leader can gain respect in the book Employeeship (p. 52-63, and p. 124-135).}
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{\large \textbf{15. Good performance is rewarded}} \\
\bigskip
\textbf{Making people feel OK} \\
Create a positive strokes culture where: \\
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\begin{itemize}[leftmargin=*]
\item Everyone gets recognition for good performance -- including those whose performance is not immediately visible.
\item Personal development is encouraged, recognised and rewarded.
\item Everyone gives recognition to fellow team mates for good performance.
\item Remuneration systems are designed to promote the team members' feeling of ownership. E.g. by including bonuses and other rewards for teamwork, contributions to others and committed performance.
\item Everybody knows how to increase own self--esteem and that of others.
\item Everybody can give and receive negative strokes, reprimands -- without violating anyone's self--esteem.
\end{itemize}
\bigskip
\textit{Read more about self-esteem, recognition and strokes in the books Be a Double Bagger (p. 18-49), My Life Tree (p. 43-93) and Putting People First (p. 17-24, p. 45-62).}
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{\Large \textbf{The next steps}}
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The Teamship Meter is a tool designed to monitor, develop and shape the team culture, so the team is "fighting fit". \\
\bigskip
If you want to learn more about how you can develop and sustain winning teams, \textbf{real teams} -- rather than just working groups, you have the following options: \\
\bigskip
\textbf{1. \uline{Contact Claus M{\o}ller Consulting}} \\
to get more detailed verbal or written feedback -- or coaching and consulting. \\
\bigskip
\textbf{2. \uline{Read the Employeeship book}} \\
The book is illustrating what it takes to be a good employee, and how the energy of all employees can be mobilised to ensure the survival and growth of the company. \\
\hspace*{0.8\baselineskip}The book provides inspiration and methods for everyone to display responsibility, loyalty and initiative. \\
\hspace*{0.8\baselineskip}It also gives specific suggestions for the policies and systems the company should adopt and implement to bring out the best in everyone. \\
\bigskip
\textbf{3. \uline{Read Heart Work}} \\
(A Book on emotional intelligence) \\
to get an in--depth understanding of Emotional Intelligence part of Employeeship. Learn why it is
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important both in your private life and at work and how Emotional Intelligence can be developed for individuals, teams and organisations. \\
\bigskip
\textbf{4. \uline{Participate in Practical Leadership seminar}} \\
to learn more about Practical Leadership, a programme based around the principles of \href{https://clausmoller.com/concepts/}{\uline{General Business Excellence}}. You will learn how to manage productivity, relationships, quality and apply practical management and leadership principles. \\
\bigskip
\textbf{5. \uline{Use the Team Energy Meter}} \\
A tool to analyse, evaluate and develop the Employeeship culture of a team and an entire organisation within 11 Employeeship factors. \\
\hspace*{0.8\baselineskip}The tool is a simple and fast aid for the management and staff to identify areas in which a change or a more detailed analysis of the culture is required. \\
\bigskip
\textbf{6. \uline{Use the Team EQ Meter}} \\
to accurately assess and develop the Emotional Intelligence of your team and your organisation. \\
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Claus M{\o}ller Consulting helps organisations to measure, improve and manage productivity, relationships, quality and leadership. \\
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Claus M{\o}ller Consulting offers keynote addresses, leadership education, tailored seminars, executive coaching, and online diagnostic tools to companies and organisations worldwide to enable them to achieve long--lasting results on personal, team and organisational level. \\
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\includegraphics[width=5.5cm]{../latexkosi/logo/CMC.png}
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Contact us for more information about consultancy, seminars and tools. \\ \uline{info@clausmoller.com} $\bullet$ \uline{https://www.clausmoller.com}
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