Merge branch 'master' of https://bitbucket.org/1ka/1ka
This commit is contained in:
pero1203
commit
93e9b17c72
@ -395,7 +395,7 @@ leaderhelps <- labScore(leaderhelps,
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leaderenjoys <- labScore(leaderenjoys,
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"Teamlederen nyder respekt")
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performance <- labScore(performance,
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"Gode pr\u00E6stationer belønnes")
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"Gode pr\u00E6stationer bel\u00F8nnes")
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# Combine all variables and create data frame
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@ -460,7 +460,7 @@ df$name <- factor(
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"Teamlederen er synlig",
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"Teamlederen hj\u00E6lper alle med at f\u00E5 succes",
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"Teamlederen nyder respekt",
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"Gode pr\u00E6stationer belønnes"
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"Gode pr\u00E6stationer bel\u00F8nnes"
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)
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)
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)
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@ -556,7 +556,7 @@ p1 <- p + theme(
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p1 + theme(axis.ticks=element_blank()) +
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# Divide Legend into Two Columns, Each with Its Own Title
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guides(fill=guide_legend(nrow = 2))
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guides(fill=guide_legend(ncol = 2))
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# END: Save ggplot to pdf
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dev.off()
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@ -837,7 +837,7 @@ if (nrow(oddelek_length) > 0) {
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odd_leaderenjoys <- labScore(odd_leaderenjoys,
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"Teamlederen nyder respekt")
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odd_performance <- labScore(odd_performance,
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"Gode pr\u00E6stationer belønnes")
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"Gode pr\u00E6stationer bel\u00F8nnes")
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# Combine all variables and create data frame
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@ -902,7 +902,7 @@ if (nrow(oddelek_length) > 0) {
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"Teamlederen er synlig",
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"Teamlederen hj\u00E6lper alle med at f\u00E5 succes",
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"Teamlederen nyder respekt",
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"Gode pr\u00E6stationer belønnes"
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"Gode pr\u00E6stationer bel\u00F8nnes"
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)
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)
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)
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@ -1004,7 +1004,7 @@ if (nrow(oddelek_length) > 0) {
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ggtitle(tidy.c.space(oddelek))
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print(S1 + theme(axis.ticks = element_blank()) + guides(fill=guide_legend(nrow = 2)))
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print(S1 + theme(axis.ticks = element_blank()) + guides(fill=guide_legend(ncol = 2)))
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# Save ggplot to pdf
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dev.off()
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@ -1325,7 +1325,7 @@ factor_list <- list("Alle teammedlemmer yder deres bedste",
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"Teamlederen er synlig",
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"Teamlederen hj\u00E6lper alle med at f\u00E5 succes",
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"Teamlederen nyder respekt",
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"Gode pr\u00E6stationer belønnes")
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"Gode pr\u00E6stationer bel\u00F8nnes")
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if (length(las_list) > 0) {
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@ -1452,7 +1452,7 @@ if (length(las_list) > 0) {
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ggtitle(factor_list[[i]])
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print(L1 + theme(axis.ticks = element_blank()) + guides(fill=guide_legend(nrow = 2)))
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print(L1 + theme(axis.ticks = element_blank()) + guides(fill=guide_legend(ncol = 2)))
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# Save ggplot to pdf
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dev.off()
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@ -117,7 +117,7 @@
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\end{center}
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\hspace*{-2.5\baselineskip} \noindent\underline{\makebox[7in][l]{Organisation: !organisation!}} ~\\[0.5cm]
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\hspace*{-1.3\baselineskip} \noindent\underline{\makebox[4in][l]{Date: !date!} \makebox[2.975in][l] {Consultant:}} ~\\[0.5cm]
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\hspace*{-1.3\baselineskip} \noindent\underline{\makebox[4in][l]{Dato: !date!} \makebox[2.975in][l] {Konsulent:}} ~\\[0.5cm]
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\end{titlepage}
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@ -130,7 +130,7 @@
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!name! \\
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\bigskip \bigskip
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Her er resultaterne for \textit{Teamship M{\aa}ler}testen som du lige har udf{\o}rt \\
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Her er resultaterne for \textit{Teamship M{\aa}ler} testen som du lige har udf{\o}rt \\
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\bigskip
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Teamship M{\aa}ler er mere end et s{\ae}t m{\aa}lev{\ae}rkt{\o}jer. Det er ogs{\aa} et \\
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@ -146,8 +146,8 @@ Ved at anvende Teamship M{\aa}ler f{\aa}r teamet de følgende fordele:
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\item Teamlederen bliver klar over hvad der kr{\ae}ves for at f{\aa} det bedste frem
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i alle teammedlemmer og hvordan der skabes ekstraordin{\ae}re resultater med og \\
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gennem et "rigtig'' team.
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\item The team leader can learn what it takes to enjoy respect from the other team members.
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\item The team leader and the team will be able to monitor the progress and take corrective actions, if necessary.
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\item Teamlederen kan l{\ae}re hvad der kr{\ae}ves for at opn{\aa} og nyde respekt fra de andre teammedlemmer.
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\item Teamlederen og teamet vil kunne overv{\aa}ge fremskridt og foretage nødvendig tilpasning.
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\end{itemize}
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\bigskip
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@ -168,7 +168,7 @@ P{\aa} de f{\o}lgende sider f{\aa}r du en introduktion til Teamship M{\aa}ler.
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% PAGE 3
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\begin{center}
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\chapter{\Large \textbf{Om CMC's Teamship M{\o}ler}}
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\chapter{\Large \textbf{Om CMC's Teamship M{\aa}ler}}
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\end{center}
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\begin{minipage}[t]{0.5\textwidth}
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@ -327,7 +327,10 @@ For hver faktor er det ogs{\aa} angivet, hvad teams i virksomheder kan g{\o}re f
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\item Teamlederen nyder respekt
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\item Gode pr{\ae}stationer bel{\o}nnes
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\end{enumerate}
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\ \\\
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\begin{center}
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\textit{Virksomhedsteams kan l{\ae}re meget af \\ sportsteams}
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\end{center}
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\end{flushleft}
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\end{minipage}
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@ -21,7 +21,7 @@
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\item Vi venter ikke p{\aa} at andre skal stille os opgaver -- vi er ''selvstartere''.
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\item Det forventes og accepteres at alle kommer med ideer og forslag til forbedringer.
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\item Vi er alle aktive ''spillere'' i stedet for passive ''tilskuere''.
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\item Vores arbejdsplads er karakteriseret af sammenhold, entusiasme, og en ægte kamp{\aa}nd for at opn{\aa} succes.
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\item Vores arbejdsplads er karakteriseret af sammenhold, entusiasme, og en {\ae}gte kamp{\aa}nd for at opn{\aa} succes.
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\item Hvis et teammedlem ikke kan eller vil yde sit bedste, forventes og accepteres det af alle at han/hun s{\ae}ttes af teamet.
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\end{itemize}
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@ -30,7 +30,7 @@
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\renewcommand\labelitemi{\large$-$}
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\begin{itemize}[leftmargin=*]
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\item Teamet har en vision: Et st{\o}rre, v{\ae}rdifuldt, ambiti{\o}st, langsigtet m{\aa}l, klart beskrevet som en ønsket situation opn{\aa}et p{\aa} et bestemt tidspunkt.
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\item Teamet har en vision: Et st{\o}rre, v{\ae}rdifuldt, ambiti{\o}st, langsigtet m{\aa}l, klart beskrevet som en {\o}nsket situation opn{\aa}et p{\aa} et bestemt tidspunkt.
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\item Visionen kommunikeres til os alle p{\aa} en s{\aa}dan m{\aa}de at vi kender den og forst{\aa}r den.
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\item Visionen er tilstr{\ae}kkelig ambiti{\o}s og betydningsfuld til at vi alle kan bidrage til dens gennemf{\o}relse.
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\item Alle teammedlemmer opfordres til at bidrage til visionens formulering.
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@ -100,7 +100,7 @@ deres rolle i teamet og ved hvad der forventes \\
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\item Hvert teammedlem kan let tilpasse sig nye situationer og nye forhold.
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\item Fleksibilitet forventes og udvises af alle.
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\item Vi forventer alle det uventede. N{\aa}r det uventede sker pr{\o}ver vi at f{\aa} det bedste ud af den nye situation.
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\item Ingen t{\ae}nker eller siger: ''Det er jeg ikke ansat til'' eller ''Det st{\aa}r der ikke i min stillingsbeskrivelse.
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\item Ingen t{\ae}nker eller siger: ''Det er jeg ikke ansat til'' eller ''Det st{\aa}r der ikke i min stillingsbeskrivelse''.
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\end{itemize}
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\bigskip
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@ -158,8 +158,7 @@ svagheder og udnytter denne \\
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viden til at styrke arbejdsprocessen.
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\item Alle forst{\aa}r arbejdsgangen og systemet \\ bag.
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\item Alle kan overdrage en opgave p{\aa} en m{\aa}de,\\
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s{\aa} processen k{\o}rer videre \\
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uforstyrret.
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s{\aa} processen k{\o}rer videre uforstyrret.
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\item Alle kommunikerer l{\o}bende med de andre teammedlemmer. De lytter, stiller \\
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sp{\o}rgsm{\aa}l, giver oplysninger, \\
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afstemmer den f{\ae}lles forst{\aa}else osv.
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@ -185,7 +184,7 @@ brug for vores bidrag.
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\begin{itemize}[leftmargin=*]
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\item Vores team er et ''vi-team'' og ikke et ''mig-team''.
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\item Alle teammedlemmer st{\aa}r sammen for at vinde.
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\item Vi har ingen konkurrenter eller ”fjender” inden for vores egen virksomhed. Vi har ingen interne stridigheder mellem teammedlemmerne.
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\item Vi har ingen konkurrenter eller ''fjender'' inden for vores egen virksomhed. Vi har ingen interne stridigheder mellem teammedlemmerne.
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\item Ingen vinder p{\aa} bekostning af teamet eller et andet teammedlem.
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\item Hvert teammedlem viser bet{\ae}nksomhed og respekt for de andre teammedlemmer.
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\item Vi giver hinanden konstruktiv kritik -- inden for teamets ''fire v{\ae}gge''.
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@ -360,138 +359,86 @@ til teamets og virksomhedens succes.
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\newpage
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% PAGE 14
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\begin{center}
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\begin{minipage}{0.87\linewidth}
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\chapter{\Large \textbf{How to shape the Teamship culture}}
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\begin{flushleft}
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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:
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\vspace{1.5\baselineskip}
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\noindent\hspace{0.3\linewidth}\begin{minipage}{0.7\linewidth}
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\renewcommand\labelitemi{\large$\bullet$}
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\begin{itemize}
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\item Can/will model
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\item Teamship policy
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\end{itemize}
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\end{minipage}
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\bigskip \bigskip
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\begin{center}
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{\large \textbf{Can/will model}} \\
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\textbf{A tool to put together a winning team}
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\end{center}
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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. \\
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\bigskip
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Read more about the Can/will model in the \textit{Teamship} booklet.
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\bigskip \bigskip
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\begin{center}
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{\large \textbf{Teamship policy}} \\
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\textbf{A tool to shape the Teamship culture in organisations}
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\end{center}
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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. \\
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\bigskip
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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. \\
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\bigskip
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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. \\
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\bigskip
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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. \\
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\end{flushleft}
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\end{minipage}
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\end{center}
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\newpage
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% PAGE 15
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\begin{center}
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{\Large \textbf{Good advice on shaping the Teamship culture}}
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\chapter{\Large \textbf{Gode r{\aa}d}} \ \\\ \\
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{\large \textbf{S{\aa}dan formes Teamship-kulturen}}
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\end{center}
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\begin{minipage}[t]{0.5\textwidth}
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\begin{flushleft}
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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. \\
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Hvis teamet har f{\aa}et en eller flere lave karakterer for pr{\ae}stationen, kan f{\o}lgende gode r{\aa}d -- organiseret omkring de 15 Teamship-faktorer -- inspirere teamet til at rette op p{\aa} situationen. \\
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\bigskip
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{\large \textbf{1. Each team member brings out their best }} \\
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{\large \textbf{1. Alle teammedlemmer yder deres bedste }} \\
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\bigskip
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\textbf{Closing the commitment gap} \\
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People tend to perform at their best as team members when:
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\textbf{Engagementskl{\o}ften}\\
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Mennesker yder tilsyneladende deres bedste som teammedlemmer n{\aa}r:
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||||
\renewcommand\labelitemi{\large$-$}
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\begin{itemize}[leftmargin=*]
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\item they have a high degree of self--esteem
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\item they feel that what they do is meaningful
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\item they know what is expected from them
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\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
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||||
\item they are treated with respect
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\item they are currently inspired to improve and break the limits.
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||||
\item de har stor selvrespekt
|
||||
\item de f{\o}ler, at det de g{\o}r er meningsfyldt
|
||||
\item de ved, hvad der forventes af dem
|
||||
\item deres indsats v{\ae}rds{\ae}ttes, synligg{\o}res og bel{\o}nnes
|
||||
\item de f{\aa}r st{\o}tte
|
||||
\item de stilles over for krav
|
||||
\item de bemyndiges til at g{\o}re, hvad de vil og kan
|
||||
\item de f{\aa}r tilstr{\ae}kkelig information og ofte inviteres til at deltage i en {\ae}gte dialog
|
||||
\item de behandles med respekt
|
||||
\item de opmuntres til at blive bedre og bryde gr{\ae}nserne
|
||||
\end{itemize}
|
||||
To close a commitment gap or an "ownership gap" is a very complex task, because there are several reasons for the gap. \\
|
||||
Det er meget kompliceret at udj{\ae}vne en ''engagementskl{\o}ft'' eller en ''ejerskabskl{\o}ft'', fordi der er mange forskellige grunde til, at kl{\o}ften er opst{\aa}et.\\
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||||
|
||||
\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. \\
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||||
\hspace*{0.8\baselineskip}Det enkelte teammedlems engagement, ejerskabsindstilling og -adf{\ae}rd afh{\ae}nger i h{\o}j grad af, hvor godt teamet efterlever den Teamship-politik, der illustreres i de 14 f{\o}lgende Teamship-faktorer. Disse faktorer ber{\o}rer de fleste af de forhold, som er afg{\o}rende for en persons engagement og ejerskabsindstilling. \\
|
||||
|
||||
\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).}
|
||||
\textit{L{\ae}s mere om engagement og ejerskab i b{\o}gerne 'V{\ae}r Double Bagger' (kapitlet om ''Single Bagger eller Double Bagger?''), 'Mit Livstr{\ae}' (kapitel 2: ''Hvordan m{\o}der jeg livet?'') og 'Employeeship' (hele bogen handler om hvordan man mobiliserer alles energi og engagement).}
|
||||
|
||||
\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 }} \\
|
||||
{\large \textbf{2. Alle identificerer sig med visionen}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Making everyone identify with the vision} \\
|
||||
\textbf{Hvordan alle kan identificere sig med \\ visionen} \\
|
||||
|
||||
Claus M{\o}ller recommends to follow these guidelines:
|
||||
Claus M{\o}ller Consulting anbefaler f{\o}lgende retningslinjer:
|
||||
|
||||
\bigskip
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\renewcommand\labelitemii{\large$-$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\item Make sure that the vision is a real vision: \bigskip
|
||||
\item S{\o}rg for, at visionen er en {\ae}gte 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.
|
||||
\item at den klart beskriver en {\o}nsket tilstand
|
||||
\item at den har en tidsfrist
|
||||
\item at den er b{\aa}de overbevisende, udfordrende \\ og realistisk
|
||||
\item at den er meningsfyldt og umagen v{\ae}rd for \\ alle teammedlemmer
|
||||
\item at den taler til b{\aa}de hjerner og hjerter.
|
||||
\end{itemize}
|
||||
|
||||
\bigskip
|
||||
\item Make sure that the vision is effectively marketed in the organisation and in each team: \bigskip
|
||||
\item S{\o}rg for at markedsf{\o}re visionen effektivt i virksomheden og i hvert team ved: \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.
|
||||
\item at den kommunikeres ud igen og igen
|
||||
\item at alle f{\aa}r mulighed for at sammenligne og justere deres opfattelse af visionen
|
||||
\item at hvert team og hvert teammedlem f{\aa}r \\ hj{\ae}lp til at opdele visionen i mindre, operationelle dele
|
||||
\item at det st{\aa}r klart, hvad teamet og dets medlemmer kan g{\o}re her og nu for at \\ opfylde visionen
|
||||
\item at alle opfordres til at bidrage til at \\ formulere visionen.
|
||||
\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.
|
||||
\item Skab en ny vision, n{\aa}r den foreg{\aa}ende er ved at \\ g{\aa} i opfyldelse. Dette er med til at foregribe det n{\ae}sten \textit{uundg{\aa}elige energitab}, som forekommer efter en stor succes.
|
||||
\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).} \\
|
||||
\textit{L{\ae}s mere om at s{\ae}tte m{\aa}l i 'Time Manager -- \\ N{\o}glen til personlig effektivitet' og om personlige \\ m{\aa}l i bogen 'Mit Livstr{\ae}' \\ (kapitel 6).} \\
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}
|
||||
@ -501,38 +448,38 @@ Claus M{\o}ller recommends to follow these guidelines:
|
||||
% PAGE 16
|
||||
\begin{minipage}[t]{0.5\textwidth}
|
||||
\begin{flushleft}
|
||||
{\large \textbf{3. Success criteria are shared}} \\
|
||||
{\large \textbf{3. Succeskriterier er f{\ae}lles}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Sharing and aligning success criteria} \\
|
||||
\textbf{Hvordan f{\ae}lles og samstemte succeskriterier opn{\aa}s} \\
|
||||
|
||||
Establish clear success criteria. Make sure that they are understood and accepted by all team members. Put them on paper. \\
|
||||
Definér klare succeskriterier. S{\o}rg for at alle teammedlemmer forst{\aa}r og accepterer dem. Skriv dem ned. \\
|
||||
|
||||
Bring about an ongoing dialogue concerning:
|
||||
Skab en l{\o}bende dialog omkring f{\o}lgende:
|
||||
\renewcommand\labelitemi{\large$-$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\item the main purpose of the team
|
||||
\item the contribution of each team member
|
||||
\item how to measure individual success and team success
|
||||
\item how to avoid conflicts between the team goal and the goals of the team members
|
||||
\item how to ensure that all contributions are aligned and everyone pulls in the same direction
|
||||
\item how to avoid conflicts between teams.
|
||||
\item teamets hovedform{\aa}l
|
||||
\item hvert teammedlems indsats
|
||||
\item hvordan den enkeltes success og teamets succes m{\aa}les
|
||||
\item hvordan konflikter mellem teamets m{\aa}l og teammedlemmernes m{\aa}l undg{\aa}s
|
||||
\item hvordan det sikres, at alle indsatser koordineres, og at alle tr{\ae}kker i samme retning
|
||||
\item hvordan konflikter mellem de forskellige teams undg{\aa}s
|
||||
\end{itemize}
|
||||
|
||||
\bigskip
|
||||
{\large \textbf{4. The team is organised around its success criteria}} \\
|
||||
{\large \textbf{4. Teamet er organiseret omkring succes- kriterierne}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Getting organised for success} \\
|
||||
\textbf{Hvordan succes opn{\aa}s gennem organisering} \\
|
||||
|
||||
Have a clear picture of the goal and the tasks. Describe the processes which lead to team success and organise the team around them. \\
|
||||
Skab et klart billede af m{\aa}let og opgaverne. Beskriv processerne som f{\o}rer til succes for teamet og organisér teamet omkring dem.\\
|
||||
|
||||
Make sure that everybody knows their own role in the process. Discuss between the team members:
|
||||
S{\o}rg for at alle kender deres egen rolle i processerne. Dr{\o}ft med de andre teammedlemmer:
|
||||
\renewcommand\labelitemi{\large$-$}
|
||||
\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.
|
||||
\item hvordan tiden og energien bruges p{\aa} aktiviteter der skaber merv{\ae}rdi.
|
||||
\item hvordan det undg{\aa}s at spilde tid p{\aa} uhensigtsm{\ae}ssige aktiviteter.
|
||||
\item hvordan restriktive regler og overdrevent bureaukrati holdes nede p{\aa} et minimum.
|
||||
\end{itemize}
|
||||
|
||||
\end{flushleft}
|
||||
@ -540,45 +487,46 @@ Make sure that everybody knows their own role in the process. Discuss between th
|
||||
%second column
|
||||
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.52\textwidth}
|
||||
\begin{flushleft}
|
||||
{\large \textbf{5. Everyone is willing to change instantly.}} \\
|
||||
{\large \textbf{5. Alle er villige til at forandre sig \\ {\o}jeblikkeligt}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Closing the flexibility gap} \\
|
||||
\textbf{Hvordan fleksibilitetskl{\o}ften udlignes} \\
|
||||
|
||||
Communicate clearly and often that willingness to change is expected from everyone. Reward flexible behaviour and willingness to change. \\
|
||||
Kommunikér klart og ofte, at alle forventes at \\ ville forandre sig. Bel{\o}n fleksibel adf{\ae}rd og \\ vilje til forandring.\\
|
||||
|
||||
\hspace*{0.8\baselineskip}Test the flexibility and change willingness of team members prior to engagement. \\
|
||||
\hspace*{0.8\baselineskip}Afpr{\o}v teammedlemmernes fleksibilitet og \\ vilje til forandring, f{\o}r de ans{\ae}ttes. \\
|
||||
|
||||
\hspace*{0.8\baselineskip}Discuss how the team and each team member can be prepared to "expect the unexpected". \\
|
||||
\hspace*{0.8\baselineskip}Dr{\o}ft hvordan teamet og hvert teammedlem \\ kan forberede sig p{\aa} at ''forvente det uventede''.\\
|
||||
|
||||
\hspace*{0.8\baselineskip}Build flexibility into any job description. \\
|
||||
\hspace*{0.8\baselineskip}Indbyg fleksibilitet i alle stillingsbeskrivelser. \\
|
||||
|
||||
\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}Dr{\o}ft, hvordan teamet og dets medlemmer \\ kan byde forandring velkommen og g{\o}re det til \\ en naturlig del af hverdagen.\\
|
||||
|
||||
\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. \\
|
||||
\hspace*{0.8\baselineskip}Skab tilstr{\ae}kkelig balance mellem det der \\ ligger fast og det der b{\o}r v{\ae}re fleksibelt for at \\ f{\aa} mennesker til at f{\o}le, at der \\ ikke er risiko ved forandring. \\
|
||||
|
||||
\bigskip
|
||||
\textit{Read more about change in the book Employeeship (Epilogue, p. 183 -- 197).} \\
|
||||
\textit{L{\ae}s mere om forandring i bogen 'Employeeship' \\ (''Epilog'', s. 174-187).} \\
|
||||
|
||||
\vspace{1.5\baselineskip}
|
||||
{\large \textbf{6. The team can overcome obstacles}} \\
|
||||
{\large \textbf{6. Teamet kan overvinde hindringer}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Overcoming obstacles} \\
|
||||
\textbf{Hvordan forhindringer overvindes} \\
|
||||
|
||||
Communicate clearly and often that all team members are expected to try everything to remove any obstacle on the way towards the goal. \\
|
||||
Kommunikér klart og ofte at alle \\ teammedlemmer forventes at fors{\o}ge \\ alt for at fjerne forhindringer p{\aa} vej mod \\ m{\aa}let. \\
|
||||
|
||||
\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:
|
||||
\hspace*{0.8\baselineskip}Afd{\ae}k ofte forekommende forhindringer og \\ fastl{\ae}g m{\aa}der hvorp{\aa} de kan overvindes. \\ Inspirér alle til at l{\o}se problemerne \\ I stedet for at tale om dem. \\ Start en dialog om:
|
||||
\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.
|
||||
\item hvordan vi kan l{\ae}re af vores fejl og undg{\aa} at gentage dem.
|
||||
\item hvordan vi opfanger de signaler der \\ indikerer at en forhindring er ved at dukke \\ op.
|
||||
\item hvordan vi kan l{\o}se problemer b{\aa}de gennem individuel indsats og teamwork.
|
||||
\end{itemize}
|
||||
Create a \textit{tool box} of methods and creativity techniques to anticipate, prevent, and deal with obstacles -- and to implement decision. \\
|
||||
Sammens{\ae}t en \textit{v{\ae}rkt{\o}jskasse} med metoder og kreativitetsteknikker til at foregribe, forhindre \\ og overvinde forhindringer -- og til at \\ implementere beslutninger. \\
|
||||
|
||||
\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.} \\
|
||||
\textit{L{\ae}s mere om implementering og om at \\ overkomme forhindringer i bogen 'Employeeship' \\ (kapitlerne om ''Initiativ'' og ''Implementering''). \\
|
||||
\href{https://practicalmanager.com/}{PracticalManager.com} er et \\ implementeringsv{\ae}rkt{\o}j.} \\
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}
|
||||
@ -588,79 +536,79 @@ Create a \textit{tool box} of methods and creativity techniques to anticipate, p
|
||||
% PAGE 17
|
||||
\begin{minipage}[t]{0.52\textwidth}
|
||||
\begin{flushleft}
|
||||
{\large \textbf{7. Everyone possesses professional skills}} \\
|
||||
{\large \textbf{7. Alle har faglige f{\ae}rdigheder}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Developing professional skills and multifunctionality} \\
|
||||
\textbf{Hvordan faglige f{\ae}rdigheder og multifunktionalitet udvikles} \\
|
||||
|
||||
\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}Fastl{\ae}g klart de faglige krav der stillest il hvert teammedlem med hensyn til tr{\ae}ning, erfaring og f{\ae}rdigheder. Vurdér l{\o}bende, hvor godt kravene opfyldes af hvert teammedlem. L{\ae}g en udviklingsplan for hvert teammedlem, som betyder, at de kan holde sig p{\aa} det {\o}nskede kompetenceniveau. \\
|
||||
|
||||
\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}Opbyg multifunktionalitet gennem jobrotation og andre initiative. Pr{\o}v at finde mennesker som b{\aa}de kan og vil udf{\o}re mere end én funktion, n{\aa}r nye medlemmer skal optages i i teamet. \\
|
||||
|
||||
\hspace*{0.8\baselineskip}Train all team members to become multifunctional.\\
|
||||
\hspace*{0.8\baselineskip}Tr{\ae}n alle teammedlemmer i at blive multifunktionelle.\\
|
||||
|
||||
\bigskip
|
||||
\textit{Read more about multifunctionality in the book Employeeship (p.166-167).} \\
|
||||
\textit{L{\ae}s mere om multifunktionalitet i bogen 'Employeeship' (s.164-165).} \\
|
||||
|
||||
\bigskip
|
||||
{\large \textbf{8. Everyone has relational skills}} \\
|
||||
{\large \textbf{8. Alle har f{\ae}rdigheder i samspil}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Developing relational skills} \\
|
||||
\textbf{Hvordan relationelle f{\ae}rdigheder udvikles} \\
|
||||
|
||||
\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}Definér klart hvad der forst{\aa}s ved {\ae}gte teamwork. Understreg ofte vigtigheden af teamwork. Afs{\ae}t tid til at teammedlemmerne kan arbejde med teamwork og komme til at kende hinanden bedre personligt og fagligt.\\
|
||||
|
||||
\hspace*{0.8\baselineskip}Develop these four kinds of relational skills: \\
|
||||
\hspace*{0.8\baselineskip}S{\o}rg for at udvikle disse fire slags relationelle f{\ae}rdigheder: \\
|
||||
|
||||
\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.
|
||||
\item \textbf{Spilforst{\aa}else:} Evne til at opfatte, vurdere, beslutte og handle i en bestemt situation p{\aa} grundlag af en fuld forst{\aa}else af ''spillets'' natur og de arbejdsprocesser og systemer der ligger bag.
|
||||
\item \textbf{Samspilsf{\ae}rdigheder:} Evne til at aflevere eller modtage en opgave p{\aa} en m{\aa}de, s{\aa} arbejdsprocessen flyder uhindret videre.
|
||||
\item \textbf{Kommunikationsf{\ae}rdighede:} : Evne til b{\aa}de at l{\ae}se signalerne fra og sende klare signaler til de andre teammedlemmer for at fremskynde arbejdsprocessen.
|
||||
\item \textbf{Menneskef{\ae}rdigheder:} Evne til at forbedre medmenneskelige relationer og fremme {\ae}gte teamwork.
|
||||
\end{itemize}
|
||||
{\large \textbf{9. Teamet er et ''vi-team''}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Hvordan en ''vi-kultur'' udvikles} \\
|
||||
|
||||
\hspace*{0.8\baselineskip}Definér klart, hvad der forst{\aa}s ved en \\ vi-kultur og et vi-team. Understreg \\ vigtigheden af, at alle spiller for sig selv og \\ for teamet. Lad ikke nogen vinde p{\aa} bekostning \\ af teamet eller et andet medlem af teamet. \\
|
||||
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}%
|
||||
%second column
|
||||
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.52\textwidth}
|
||||
\begin{flushleft}
|
||||
{\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}Udbred tanken om, at en virksomhed er \\ et ''team af teams''. Nedbryd alle barrierer \\ mellem afdelinger, funktioner \\ og niveauer i hierarkiet. Undg{\aa} at bruge \\ ordene vi/os og dem i betydningen vi/os \\ mod dem. Vis, at vi betyder os alle: \\ ledelse og medarbejdere, teamledere og \\ teammedlemmer. \\
|
||||
|
||||
\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. \\
|
||||
\hspace*{0.8\baselineskip}Invitér alle teammedlemmer til at komme \\ med konstruktiv kritik inden for teamets \\ ''fire v{\ae}gge'' og tal p{\ae}nt om teamet udenfor. \\
|
||||
|
||||
\bigskip
|
||||
\textit{Read more about how to create a "we culture" in the book Employeeship (p. 140-145).}
|
||||
\textit{L{\ae}s mere om hvordan man skaber en \\ ''vi-kultur'' i bogen 'Employeeship' (s. 138-143).}
|
||||
|
||||
\bigskip
|
||||
{\large \textbf{10. Everyone learns and shares}} \\
|
||||
{\large \textbf{10. Alle l{\ae}rer og deler viden med \\ hinanden}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Shaping the learning culture} \\
|
||||
\textbf{Hvordan den l{\ae}rende kultur formes} \\
|
||||
|
||||
\hspace*{0.8\baselineskip}Define the characteristics of a true learning organisation and team. \\
|
||||
\hspace*{0.8\baselineskip}Definér de karakteristiske tr{\ae}k ved {\ae}gte \\ ''l{\ae}rende'' virksomheder og teams.\\
|
||||
|
||||
\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}Fastl{\ae}g en praksis og routine for \\ at dele viden og informationer: L{\ae}r at l{\ae}re. \\ Anvend \textit{ L{\ae}r at l{\ae}re}. Anvend den \\ n{\o}dvendige teknologi. \\
|
||||
|
||||
\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}Organisér uddannelsesprogrammer fo \\ alle teammedlemmer til at udvikle deres \\ f{\ae}rdigheder og viden som specialister \\ og som generalister. \\
|
||||
|
||||
\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}Giv nye teammedlemmer mulighed for at \\ dele deres viden og f{\o}rsteh{\aa}nds indtryk \\ med andre. Bed dem om at stille sp{\o}rgsm{\aa}l \\ ved etablerede rutiner og vaner i \\ virksomheden og teamet. \\
|
||||
|
||||
\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}N{\aa}r et teammedlem har v{\ae}ret p{\aa} et \\ kursus, en udstilling osv. eller p{\aa} anden \\ m{\aa}de har f{\aa}et ny viden, b{\o}r de andre i \\ teamet have mulighed for at f{\aa} gl{\ae}de \\ af denne nyerhvervede viden. \\ S{\ae}t tid af til at dele denne viden. \\
|
||||
|
||||
\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}Giv alle opmuntring til at tage ansvar for \\ deres egen udvikling, teamets og \\ virksomhedens udvikling.\\
|
||||
|
||||
\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).}
|
||||
\hspace*{0.8\baselineskip}Lad alle l{\ae}re og dele med andre b{\aa}de \\ inden for og uden for teamet/virksomheden.\\
|
||||
\bigskip
|
||||
\textit{L{\ae}s mere om principperne for den l{\ae}rende \\ virksomhed i bogen 'Employeeship' \\ (s. 166-169).}
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}
|
||||
@ -670,55 +618,56 @@ Create a \textit{tool box} of methods and creativity techniques to anticipate, p
|
||||
% PAGE 18
|
||||
\begin{minipage}[t]{0.52\textwidth}
|
||||
\begin{flushleft}
|
||||
{\large \textbf{11. The team is a "whole team"}} \\
|
||||
{\large \textbf{11. Teamet er et ''helt'' team}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Creating "whole" teams} \\
|
||||
\textbf{Hvordan man skaber ''hele'' teams} \\
|
||||
|
||||
\hspace*{0.8\baselineskip}Make teams of people with different backgrounds, in terms of age, experience, education, sex, etc. \\
|
||||
\hspace*{0.8\baselineskip}Skab teams af mennesker med forskellige baggrunde, forskellig alder, erfaring, uddannelse, k{\o}n, osv. \\
|
||||
|
||||
\hspace*{0.8\baselineskip}Make sure that each team has members with complementary skills: \\
|
||||
\hspace*{0.8\baselineskip}S{\o}rg for at hvert team har medlemmer med komplement{\ae}re f{\ae}rdigheder: \\
|
||||
|
||||
\bigskip
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\item People who can \textbf{produce} -- do it, instead of just talking about it.
|
||||
\item People who can \textbf{administrate} -- plan, coordinate, monitor, control and follow up.
|
||||
\item People who can \textbf{innovate} -- come up with new ideas and provoke change.
|
||||
\item People who can \textbf{integrate} -- encourage people to work together and pull in the same direction.
|
||||
\item Mennesker der kan \textbf{producere} -- handle, i stedet for bare at tale.
|
||||
\item Mennesker der kan \textbf{administrere} -- planl{\ae}gge, koordinere, overv{\aa}ge, styre og f{\o}lge op.
|
||||
\item Mennesker der kan \textbf{forny} -- f{\aa} nye ideer og skabe forandring.
|
||||
\item Mennesker der kan \textbf{integrere} -- f{\aa} mennesker til at samarbejde og tr{\ae}kke i samme retning.
|
||||
\end{itemize}
|
||||
|
||||
\bigskip
|
||||
{\large \textbf{12. The team leader is visible}} \\
|
||||
{\large \textbf{12. Teamlederen er synlig}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Making team leaders visible} \\
|
||||
\textbf{Hvordan teamlederne bliver synlige} \\
|
||||
|
||||
\hspace*{0.8\baselineskip}The following principles should be adhered to by the team leader: \\
|
||||
\hspace*{0.8\baselineskip}F{\o}lgende principper b{\o}r efterleves af teamlederen: \\
|
||||
|
||||
\bigskip
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\item Show an interest in each team member's performance.
|
||||
\item Be visibly involved in keeping the momentum of all projects you have initiated.
|
||||
\item Base your recognition and criticism of team members on your own experience -- not on second-hand knowledge.
|
||||
\item Participate together with the team in common activities: training, celebration, parties, sport, etc.
|
||||
\item Provide a solid base for all team activities in order to make all team members feel comfortable as multi-functional team members.
|
||||
\item Vis interesse for hvert teammedlems pr{\ae}stationer.
|
||||
\item V{\ae}r synligt involveret i at holde gryden i kog for alle igangsatte projekter.
|
||||
\item Basér din anerkendelse og kritik af teammedlemmerne p{\aa} din egen erfaring -- ikke p{\aa} andenh{\aa}nds viden.
|
||||
\item Deltag sammen med teamet i de f{\ae}lles aktiviteter: uddannelse, m{\ae}rkedage, festligheder, sport, osv.
|
||||
\item Skab et solidt grundlag for alle aktiviteter i teamet for at f{\aa} alle teammedlemmer til at f{\o}le sig godt tilpas som multifunktionelle teammedlemmer.
|
||||
\end{itemize}
|
||||
|
||||
\bigskip
|
||||
{\large \textbf{13. The team leader helps everyone to achieve success}} \\
|
||||
{\large \textbf{13. Teamlederen hj{\ae}lper alle med at f{\aa} \\ succes}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Performing as a real coach} \\
|
||||
\textbf{Hvordan man handler som en {\ae}gte tr{\ae}ner} \\
|
||||
|
||||
All team leaders should know and practise the following principles of coaching: \\
|
||||
Alle teamledere b{\o}r kende og {\o}ve sig i f{\o}lgende tr{\ae}nerprincipper: \\
|
||||
|
||||
\bigskip
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\item Allow the capable and willing team members to take responsibility.
|
||||
\item Encourage everyone to serve internal and external clients, rather than servicing the team leader.
|
||||
\item Giv de teammedlemmer der kan og vil lov til at tage ansvar.
|
||||
\item Giv alle opmuntring til at betjene interne og eksterne kunder i stedet for at yde service til teamlederen.
|
||||
\item Fokusér mere p{\aa} teammedlemmernes st{\ae}rke sider end p{\aa} deres svage sider.
|
||||
\end{itemize}
|
||||
|
||||
\end{flushleft}
|
||||
@ -728,46 +677,45 @@ All team leaders should know and practise the following principles of coaching:
|
||||
\begin{flushleft}
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\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.
|
||||
\item Irettes{\ae}t teammedlemmerne p{\aa} en m{\aa}de \\ s{\aa} de bevarer deres selvrespekt.
|
||||
\item Fokusér p{\aa} teamets og medlemmernes \\ success -- ikke p{\aa} egen success.
|
||||
\item Indbyd alle teammedlemmer til at komme \\ med ideer. Fremh{\ae}v ikke kun \\ egne ideer.
|
||||
\item Inspirér teammedlemmerne til at yde \\ deres bedste og udnytte deres viden \\ og kunnen til fulde.
|
||||
\item Giv hvert teammedlem frihed til at udvikle \\ sin personlige stil og s{\ae}rlige \\ f{\ae}rdigheder.
|
||||
\item Sl{\aa} ikke bare p{\aa} tromme for dig selv. Giv alle \\ teammedlemmer mulighed for at \\ spille harmonisk sammen.
|
||||
\end{itemize}
|
||||
|
||||
\bigskip
|
||||
Team leaders should meet in learning and sharing sessions to develop coaching skills. \\
|
||||
Teamledere b{\o}r m{\o}des og udveksle viden og erfaringer omkring teamledelse og coaching. \\
|
||||
|
||||
\bigskip
|
||||
\textit{Read more about coaching and delegation in the book Employeeship (p.98-107).} \\
|
||||
\textit{L{\ae}r mere om coaching og delegering i b{\o}gerne 'Delegering' og 'Employeeship' (p.96-105).} \\
|
||||
|
||||
\bigskip
|
||||
{\large \textbf{14. The team leader enjoys respect}} \\
|
||||
{\large \textbf{14. Teamlederen nyder respekt}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Deserving respect from team members} \\
|
||||
\textbf{Hvordan teammedlemmernes respekt \\ opn{\aa}s} \\
|
||||
|
||||
In order for team leaders to deserve loyalty and respect from each team member they must: \\
|
||||
For at teamlederne kan opn{\aa} og \\ fortjene loyalitet og respekt fra alle \\ teammedlemmer m{\aa} de: \\
|
||||
|
||||
\bigskip
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\begin{itemize}[leftmargin=*]
|
||||
\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.
|
||||
\item Yde et v{\ae}sentligt bidrag til teamets \\ success.
|
||||
\item Have faglige og menneskelige \\ f{\ae}rdigheder.
|
||||
\item Have integritet. V{\ae}re {\aa}bne og {\ae}rlige.
|
||||
\item Forsvare teammedlemmerne mod angreb.
|
||||
\item Aldrig forr{\aa}de et teammedlem.
|
||||
\item Tale p{\ae}nt om teammedlemmerne \\ uden for teamet og kun kritisere \\ dem indenfor.
|
||||
\item Aldrig tage {\ae}ren for resultater \\ eller ideer, som andre har skabt.
|
||||
\item Respektere teammedlemmers \\ forskelligheder.
|
||||
\item Udskifte inkompetente teammedlemmer.
|
||||
\item S{\o}rge for overensstemmelse mellem \\ det de siger og g{\o}r.
|
||||
\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).}
|
||||
\textit{L{\ae}s mere om loyalitet og hvordan lederen kan \\ opn{\aa} respekt i bogen 'Employeeship' \\ (s. 50-61 og 122-133).}
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}
|
||||
@ -780,25 +728,25 @@ In order for team leaders to deserve loyalty and respect from each team member t
|
||||
\begin{minipage}{0.5\linewidth}
|
||||
|
||||
\begin{flushleft}
|
||||
{\large \textbf{15. Good performance is rewarded}} \\
|
||||
{\large \textbf{15. Gode pr{\ae}stationer bel{\o}nnes}} \\
|
||||
|
||||
\bigskip
|
||||
\textbf{Making people feel OK} \\
|
||||
\textbf{Hvordan menneskers OK-f{\o}lelse styrkes} \\
|
||||
|
||||
Create a positive strokes culture where: \\
|
||||
Skab en positiv strokes-kultur, hvor: \\
|
||||
|
||||
\renewcommand\labelitemi{\large$\bullet$}
|
||||
\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.
|
||||
\item Alle f{\aa}r anerkendelse for gode pr{\ae}stationer -- ogs{\aa} dem hvis pr{\ae}stationer ikke er umiddelbart synlige.
|
||||
\item Personlig udvikling opmuntres, anerkendes og bel{\o}nnes.
|
||||
\item Alle giver anerkendelse til teamkolleger for gode resultater.
|
||||
\item Bel{\o}nningssystemer er udformet s{\aa} de fremmer teammedlemmernes f{\o}lelse af ''ejerskab'', f.eks. ved at indeholde bonussystemer, og andre bel{\o}nninger for teamwork, hj{\ae}lp til andre og engagement.
|
||||
\item Alle ved hvordan de skal styrke deres egen og andres selvrespekt.
|
||||
\item Alle kan give og modtage negative strokes. Irettes{\ae}ttelser -- uden at nedbryde nogens selvrespekt.
|
||||
\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).}
|
||||
\textit{L{\ae}s mere om selvrespekt, anerkendelse og strokes i b{\o}gerne 'V{\ae}r Double Bagger', 'Mit Livstr{\ae}' og 'Personlig service gennem personlig Udvikling'.}
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}
|
||||
@ -808,7 +756,7 @@ Create a positive strokes culture where: \\
|
||||
|
||||
% PAGE 20
|
||||
\begin{center}
|
||||
{\Large \textbf{The next steps}}
|
||||
{\Large \textbf{Teamship M{\aa}ler og dine muligheder nu}}
|
||||
\end{center}
|
||||
|
||||
%\vspace*{-2\baselineskip}
|
||||
@ -816,31 +764,31 @@ Create a positive strokes culture where: \\
|
||||
\begin{minipage}[t]{0.52\textwidth}
|
||||
\begin{flushleft}
|
||||
\renewcommand{\ULdepth}{1.8pt}
|
||||
The Teamship Meter is a tool designed to monitor, develop and shape the team culture, so the team is "fighting fit". \\
|
||||
Teamship M{\aa}ler er et v{\ae}rkt{\o}j til at overv{\aa}ge, udvikle \\ og forme teamkulturen s{\aa} teamet er ''klar til kamp''. \\
|
||||
|
||||
\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: \\
|
||||
Hvis du vil l{\ae}re mere om hvordan man udvikler og bibeholder vindende teams, \textbf{{\ae}gte teams } -- snarere end bare arbejdsgrupper, har du f{\o}lgende muligheder: \\
|
||||
|
||||
\bigskip
|
||||
\textbf{1. \href{https://clausmoller.com/en/contact-us/}{ \underline {Contact Claus M{\o}ller Consulting}}} \\
|
||||
\textbf{1. \href{mailto:info@clausmoller.com}{ \underline {Contact Claus M{\o}ller Consulting}}} \\
|
||||
|
||||
to get more detailed verbal or written feedback -- or coaching and consulting. \\
|
||||
F{\aa} mere detaljeret feedback eller hj{\ae}lp til implementering af en Teamship-kultur i din virksomhed. \\
|
||||
|
||||
\bigskip
|
||||
\textbf{2. \href{https://clausmoller.com/en/product/employeeship/}{ \underline {Read the Employeeship book}}} \\
|
||||
\textbf{2. \href{https://clausmoller.com/en/product/employeeship/}{ \underline {L{\ae}s bogen 'Employeeship'}}} \\
|
||||
|
||||
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. \\
|
||||
L{\ae}r hvad det kr{\ae}ver at v{\ae}re en god ansat og \\ hvordan man mobiliserer alles energi for at sikre \\ virksomhedens overlevelse og v{\ae}kst. \\
|
||||
|
||||
\hspace*{0.8\baselineskip}The book provides inspiration and methods for everyone to display responsibility, loyalty and initiative. \\
|
||||
\hspace*{0.8\baselineskip}Bogen indeholder inspiration og metoder for hvordan alle kan udvise ansvar, loyalitet og 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. \\
|
||||
\hspace*{0.8\baselineskip}Den giver ogs{\aa} specifikke forslag til de systemer og politikker, som virksomheden b{\o}r anvende og implementere for at f{\aa} det bedste ud af alle. \\
|
||||
|
||||
\bigskip
|
||||
\textbf{3. \href{https://clausmoller.com/en/product/heart-work/}{ \underline {Read Heart Work}}} \\
|
||||
\textbf{3. \href{https://clausmoller.com/en/product/heart-work/}{ \underline {L{\ae}s 'Heart Work'}}} \\
|
||||
|
||||
(A Book on emotional intelligence) \\
|
||||
(En bog om f{\o}lelsesm{\ae}ssig intelligens) \\
|
||||
|
||||
to get an in--depth understanding of Emotional Intelligence part of Employeeship. Learn why it is
|
||||
for at opn{\aa} en dyb indsigt i f{\o}lelsesm{\ae}ssig \\ intelligens og dens rolle i forhold til kvalitet.
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}%
|
||||
@ -848,24 +796,24 @@ to get an in--depth understanding of Emotional Intelligence part of Employeeship
|
||||
\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.52\textwidth}
|
||||
\begin{flushleft}
|
||||
\renewcommand{\ULdepth}{1.8pt}
|
||||
important both in your private life and at work and how Emotional Intelligence can be developed for individuals, teams and organisations. \\
|
||||
L{\ae}r hvorfor det er vigtigt, b{\aa}de privat og p{\aa} \\ arbejde, og hvordan f{\o}lelsesm{\ae}ssig intelligens kan \\ udvikles af individer, teams og organisationer.\\
|
||||
|
||||
\bigskip
|
||||
\textbf{4. \href{https://clausmoller.com/en/practical-leadership/}{ \underline {Participate in Practical Leadership seminar}}} \\
|
||||
\textbf{4. \href{https://clausmoller.com/en/practical-leadership/}{ \underline {Deltag i et 'Practical Leadership'}}} \\
|
||||
|
||||
to learn more about Practical Leadership, a programme based around the principles of \MYhref{https://clausmoller.com/concepts/}{\uline{General Business Excellence}}. You will learn how to manage productivity, relationships, quality and apply practical management and leadership principles. \\
|
||||
for at l{\ae}re mere om ledelse i praksis. Practical Leadership er baseret p{\aa} principperne om \\
|
||||
\MYhref{https://clausmoller.com/da/koncepter/}{\uline{Generel Virksomhedskompetence}}. Du l{\ae}rer \\
|
||||
hvordan du styrer produktivet, relationer og \\ kvalitet -- og hvordan du anvender praktiske \\ ledelsesprincipper. \\
|
||||
|
||||
\bigskip
|
||||
\textbf{5. \href{https://clausmoller.com/en/product/energy-meter-for-multiple-teams/}{ \underline {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. \\
|
||||
\textbf{5. \href{https://clausmoller.com/en/product/energy-meter-for-multiple-teams/}{ \underline {Brug 'Team Employeeship M{\aa}ler'}}} \\
|
||||
|
||||
Et v{\ae}rkt{\o}j til at analysere, vurdere og udvikle Employeeship holdninger og adf{\ae}rd i dit team \\ og din organisation. \\
|
||||
|
||||
\bigskip
|
||||
\textbf{6. \href{mailto:info@clausmoller.com}{ \underline {Use the Team EQ Meter}}} \\
|
||||
\textbf{6. \href{mailto:info@clausmoller.com}{ \underline {Brug 'Team EQ M{\aa}ler'}}} \\
|
||||
|
||||
to accurately assess and develop the Emotional Intelligence of your team and your organisation. \\
|
||||
til pr{\ae}cist at vurdere og udvikle dit teams og \\ din organisations f{\o}lelsesm{\ae}ssige intelligens.\\
|
||||
|
||||
\end{flushleft}
|
||||
\end{minipage}
|
||||
@ -874,14 +822,14 @@ to accurately assess and develop the Emotional Intelligence of your team and you
|
||||
\begin{center}
|
||||
\begin{minipage}{0.9\linewidth}
|
||||
\begin{center}
|
||||
Claus M{\o}ller Consulting helps organisations to measure, improve and manage productivity, relationships, quality and leadership. \\
|
||||
Claus M{\o}ller Consulting hj{\ae}lper organisationer med at m{\aa}le, forbedre og styre produktivitet, relationer, kvalitet, og ledelse. \\
|
||||
\end{center}
|
||||
\end{minipage}
|
||||
\end{center}
|
||||
|
||||
|
||||
\begin{center}
|
||||
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 tilbyder lederuddannelse, skr{\ae}ddersyede kurser, executive coaching, og online diagnostiske v{\ae}rkt{\o}jer til virksomheder over hele verden for at g{\o}re dem i stand til at opn{\aa} varige resultater for individer, teams og hele organisationen. \\
|
||||
\bigskip
|
||||
\end{center}
|
||||
|
||||
@ -893,7 +841,7 @@ Claus M{\o}ller Consulting offers keynote addresses, leadership education, tailo
|
||||
\vspace*{.2\baselineskip}
|
||||
\renewcommand{\ULdepth}{1.8pt}
|
||||
\begin{center}
|
||||
Contact us for more information about consultancy, seminars and tools. \\ \uline{info@clausmoller.com} $\bullet$ \uline{https://www.clausmoller.com}
|
||||
Kontakt os for yderligere information om konsulentbistand, kurser og v{\ae}rkt{\o}jer.\\ \uline{info@clausmoller.com} $\bullet$ \uline{https://www.clausmoller.com}
|
||||
\end{center}
|
||||
|
||||
%\end{document}
|
||||
Loading…
x
Reference in New Issue
Block a user