'.$lang['srv_find_text'].'
'; diff --git a/admin/survey/SurveyAdminAjax.php b/admin/survey/SurveyAdminAjax.php index bfcf44e07..8074a1de0 100644 --- a/admin/survey/SurveyAdminAjax.php +++ b/admin/survey/SurveyAdminAjax.php @@ -6223,7 +6223,9 @@ class SurveyAdminAjax { global $lang, $site_url, $global_user_id; // uvoz iz besedila - echo ''; - echo ''; - echo ''; - echo ''; - echo '
'; - }*/ echo ''; if ($row['if_id'] > 0) { @@ -2717,17 +2714,16 @@ class Vprasanje { echo ''; } echo '
'; - - echo ''; + + echo ''; echo ''.$lang['srv_potrdi'].''; - echo ''; - + echo ''; + + echo ''; + echo ''.$lang['srv_close_profile'].''."\n\r"; + echo ''; } - echo ''; - echo ''.$lang['srv_close_profile'].''."\n\r"; - echo ''; - echo ''; } diff --git a/admin/survey/classes/surveyData/class.SurveyDataFile.php b/admin/survey/classes/surveyData/class.SurveyDataFile.php index 562617be8..d3a788d11 100644 --- a/admin/survey/classes/surveyData/class.SurveyDataFile.php +++ b/admin/survey/classes/surveyData/class.SurveyDataFile.php @@ -214,16 +214,24 @@ class SurveyDataFile { WHERE u.ank_id = '".$this->anketa."' AND preview='0' AND (u.testdata = '1' OR u.testdata = '2') AND u.deleted = '0'"); list($this->has_test_data) = mysqli_fetch_row($_qry_cnt_testdata); + // Preverimo ce imamo usability stolpec v header datoteki ali ce imamo na novo testne podatke - potem pobrisemo vse datoteke, ker moramo vse generirati na novo + if($this->checkUsability() || $this->checkTestData()){ + $this->clearFiles(); + + $this->file_status = FILE_STATUS_NO_FILE; + } + else{ - // Datoteka obstaja - if(file_exists($this->getHeaderFileName()) && file_exists($this->data_file_name)) { - // Preverimo ce je datoteka up2date - $this->file_status = $this->isFileUp2Date(); - } - // Ni datoteke - else { - $this->file_status = FILE_STATUS_NO_FILE; - } + // Datoteka obstaja + if(file_exists($this->getHeaderFileName()) && file_exists($this->data_file_name)) { + // Preverimo ce je datoteka up2date + $this->file_status = $this->isFileUp2Date(); + } + // Ni datoteke + else { + $this->file_status = FILE_STATUS_NO_FILE; + } + } } // Konmcali smo preverjanje statusa datotek @@ -251,13 +259,6 @@ class SurveyDataFile { return FILE_STATUS_NO_FILE; } - // Preverimo ce imamo usability stolpec v header datoteki ali ce imamo na novo testne podatke - potem pobrisemo vse datoteke, ker moramo vse generirati na novo - if($this->checkUsability() || $this->checkTestData()){ - $this->clearFiles(); - - return FILE_STATUS_NO_FILE; - } - // Polovimo datum zadnjega respondenta $this->setLastResponseTime(); diff --git a/admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_ang.R b/admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_ang.R new file mode 100644 index 000000000..6c2649074 --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_ang.R @@ -0,0 +1,1529 @@ +################################ +# EVOLi skupinsko poro\u010Dilo +# Angle\u0160ka razli\u010Dica +# Poro?ilo "Organisational Employeeship Meter" +################################ + + +#------------- ENCODING 1KA STRE?NIK ----------------# +# Nastavimo encoding za potrebe stre?nika +# Pogosto se na 1KA stre?niku pokvarijo ?umniki, +# zato ?umniki (v PDF poro?ilu) lokalno delajo, +# na stre?niku pa ne +Sys.setlocale(category = "LC_ALL", locale = "slovenian") +#------------- ENCODING 1KA STRE?NIK ----------------# + + +#------------- LIST OF REQUIRED PACKAGES ----------------# +# Install packages from CRAN +p_needed <- + c('tools', + 'Cairo', + 'gridExtra', + 'ggplot2', + 'grid', + 'scales', + 'memisc', + 'plyr', + 'dplyr') + +# packages <- rownames(installed.packages()) +# p_to_install <- p_needed[!(p_needed %in% packages)] +# +# if (length(p_to_install) > 0) { +# install.packages(p_to_install) +# } + +# Load the packages +lapply(p_needed, require, character.only = TRUE) +#------------- LIST OF REQUIRED PACKAGES ----------------# + + +#------------- CUSTOM FUNCTIONS ----------------# +source("modules/mod_EVOLI/R/my_functions_employeeship.R") +#------------- CUSTOM FUNCTIONS ----------------# + + +#------------- PASSING ARGUMENTS FROM CMD LINE ----------------# +params <- commandArgs(trailingOnly=TRUE) +ID <- params[1] +#------------- PASSING ARGUMENTS FROM CMD LINE ----------------# + + +#------------- FOLDERS WHERE PDF WILL BE SAVED ----------------# +dir.create('modules/mod_EVOLI/results', showWarnings = FALSE) + +# Sliko/graf bomo nato s pomo?jo latex funkcije "includegraphics" +# vstavili v PDF poro?ilo narejeno s pomo?jo tools::texi2pdf + +dir.create('modules/mod_EVOLI/results/slike', showWarnings = FALSE) +#------------- FOLDERS WHERE PDF WILL BE SAVED ----------------# + + +#------------- IMPORT DATA ----------------# +data <- read.csv2( + "modules/mod_EVOLI/temp/evoli_team.csv", + sep = ";", + header = T, + fill = T, + stringsAsFactors = FALSE + ) + +if (data[1, 1] == ("Ustreznost") | + data[1, 1] == ("Relevance")) { + data <- data[2:nrow(data), ] +} + +data <- subset(data, skupina == ID) + +# ?e oddelek nima podatka oziroma je manjkajo?a vrednost, +# ga odstranimo v izogib errorju pri izdelavi frekven?ne tabele +data <- subset(data, oddelek_ime != -1) + +# Izberemo samo koncane ankete +data <- subset(data, status == 6) +#------------- IMPORT DATA ----------------# + + +#------------- TEAMS / ODDELKI ----------------# +# Skupine, za katere se bodo ra\u010Dunale vrednosti in grafi (glej SINTAX) + +# Pred ra?unanjem odstranimo vrstice z "vrednostmi za neodgovor spremenljivke" +junk.data <- c("-1","-2", "-3", "-4", "-5") +data <- data[!apply( + data[grep("var", names(data), value = T)], + 1, + function(x) {any(x %in% junk.data)} + ), + ] + +# ?tevilo vseh odgovorov za tabelo frekvenc in odstotkov +n.answers <- sum(data$XDEPT != "") + +# Oddelki (aggregate data by ime oddelka) +oddelek_length <- aggregate( + data[,"oddelek_ime", drop=F], + list(group=data$oddelek_ime), + length + ) + +# Izra\u010Dunamo dele? odgovorov za vsak oddelek +oddelek_length$percentage <- + round(oddelek_length$oddelek_ime / sum(oddelek_length$oddelek_ime) * 100, 1) + +# Check if the report should be as Single team EM or as Multiple team EM +# (Multiple team EM has departments oddelek_length$group) +if(any(oddelek_length$group == "-1")) { + oddelek_length$group <- unique(data$skupina_ime) + data["oddelek_ime"] <- unique(data$skupina_ime) +} +#------------- TEAMS / ODDELKI ----------------# + + +#------------- LATEX FREQUENCY TABLE ----------------# +# Generating table of frequencies and percentages for each area +table <- cbind.data.frame( + freq=as.numeric(c(oddelek_length$oddelek_ime)), + perc=as.numeric(c(oddelek_length$percentage)) + ) + +# Add TOTAl +table <- rbind(table, colSums(table, na.rm=TRUE)) + +# Paste % simbol +table$perc <- round(table$perc, 0) +table$perc <- paste0(table$perc, "\\%", sep = "") + +# Name of rows +rownames(table) <- c(oddelek_length$group, "Total") + +# Name of rows +colnames(table) <- c('Frequency', 'Percentage') + +# Latex Table: vertikalne \u010Drte pri vsaki vrstici +table.tex <- + capture.output(Hmisc::latex(table, + rowlabel = "Organisational Employeeship Meter", + file = "", + where = "H", + rowlabel.just = "p{6.5cm}", + col.just = c("|c","|c"), + n.rgroup = rep_len(1, nrow(table)), + rowname = Hmisc::latexTranslate(rownames(table)) + ) + ) +#------------- LATEX FREQUENCY TABLE ----------------# + + +#------------- TEAMS / PODRO?JA: QUALITY CLIMATE ----------------# +# Izra\u010Dunamo vrednosti (glej excel datoteko": Variables ankete...) +# Spremenljivke pretvorimo v ?tevilske zaradi ra\u010Dunanja aritm. sredine + +data[grep("var", names(data), value = TRUE)] <- + sapply(data[grep("var", names(data), value = TRUE)], as.numeric) +#------------- TEAMS / PODRO?JA: QUALITY CLIMATE ----------------# + + +#------------- SINTAX: ALL TEAMS ----------------# +# Najprej izra\u010Dunamo ?tevilo in dele?e ocen vrednosti na lestvici od 1 do 5 +# Ra\u010Dunamo po navodilih datoteke "Variables ankete...": +# Gre za rekodiranje odgovorov iz lesvice 1-4 na lestvico 1-5 + +### Mission statement ### +statement <- prep.dat(data, + c( + "var001", + "var015", + "var029", + "var043" + ) + ) + +### Vision ### +vision <- prep.dat(data, + c( + "var002", + "var016", + "var030", + "var044", + "var057", + "var070" + ) + ) + +### Organisation ### +organisation <- prep.dat(data, + c( + "var003", + "var017", + "var031", + "var045", + "var058" + ) + ) + +### "We" culture ### +weculture <- prep.dat(data, + c( + "var004", + "var018", + "var032", + "var046", + "var059", + "var071" + ) + ) + +### Management system ### +mansystem <- prep.dat(data, + c( + "var005", + "var019", + "var033", + "var047", + "var060", + "var072", + "var082", + "var091" + ) + ) + +### Management style ### +manstyle <- prep.dat(data, + c( + "var006", + "var020", + "var034", + "var048", + "var061", + "var073", + "var083" + ) + ) + +### Personnel policies ### +personnel <- prep.dat(data, + c( + "var007", + "var021", + "var035", + "var049", + "var062", + "var074", + "var084", + "var092" + ) + ) + +### The employment contract ### +contract <- prep.dat(data, + c( + "var008", + "var022", + "var036", + "var050", + "var063", + "var075" + ) + ) + +### Remuneration and recognition ### +remunrecog <- prep.dat(data, + c( + "var009", + "var023", + "var037", + "var051", + "var064", + "var076", + "var085", + "var093" + ) + ) + +### Career development ### +development <- prep.dat(data, + c( + "var010", + "var024", + "var038", + "var052", + "var065", + "var077", + "var086" + ) + ) + +### Internal communication ### +intercom <- prep.dat(data, + c( + "var011", + "var025", + "var039", + "var053", + "var066", + "var078", + "var087" + ) + ) + +### Information systems ### +information <- prep.dat(data, + c( + "var012", + "var026", + "var040", + "var054", + "var067", + "var079", + "var088", + "var094" + ) + ) + +### Quality policies ### +quality <- prep.dat(data, + c( + "var013", + "var027", + "var041", + "var055", + "var068", + "var080", + "var089", + "var095" + ) + ) + +### Learning company ### +learning <- prep.dat(data, + c( + "var014", + "var028", + "var042", + "var056", + "var069", + "var081", + "var090", + "var096" + ) + ) + +#------------- SINTAX: ALL TEAMS ----------------# + + +#------------- DATA PREPARATION FOR GGPLOT: ALL TEAMS ----------------# +# Dodamo labele frekvencam (1-5), ki se bodo izrisale v grafih + +statement <- labScore(statement, + "Mission statement") +vision <- labScore(vision, + "Vision") +organisation <- labScore(organisation, + "Organisation") +weculture <- labScore(weculture, + '"We" culture') +mansystem <- labScore(mansystem, + "Management system") +manstyle <- labScore(manstyle, + "Management style") +personnel <- labScore(personnel, + "Personnel policies") +contract <- labScore(contract, + "The employment contract") +remunrecog <- labScore(remunrecog, + "Remuneration and recognition") +development <- labScore(development, + "Career development") +intercom <- labScore(intercom, + "Internal communication") +information <- labScore(information, + "Information systems") +quality <- labScore(quality, + "Quality policies") +learning <- labScore(learning, + "Learning company") + + +# Combine all variables and create data frame +df <- rbind( + statement, + vision, + organisation, + weculture, + mansystem, + manstyle, + personnel, + contract, + remunrecog, + development, + intercom, + information, + quality, + learning + ) + + +# Get the levels for type in the required order +df$label = factor(df$label, + levels = c( + "Unacceptable", + "Insufficient", + "Average", + "Good", + "Excellent" + ) + ) + +df = arrange(df, name, desc(label)) + +# Format the labels and calculate their positions +df = ddply(df, + .(name), + transform, + pos = (cumsum(Percentage) - 0.5 * Percentage) + ) + +df$label1 = paste0(sprintf("%.0f", df$Percentage), "%") + + +# User-defined order of names on axis +df$name <- factor( + df$name , + levels = c( + rev(c( + "Mission statement", + "Vision", + "Organisation", + '"We" culture', + "Management system", + "Management style", + "Personnel policies", + "The employment contract", + "Remuneration and recognition", + "Career development", + "Internal communication", + "Information systems", + "Quality policies", + "Learning company" + ) + ) + ) + ) + +df <- df[order(df$name), ] +#------------- DATA PREPARATION FOR GGPLOT: ALL TEAMS ----------------# + + +#------------- GGPLOT: EMPLOYEESHIP FOR ALL TEAMS ----------------# +# BEGIN: Save ggplot to pdf +cairo_pdf( + paste('modules/mod_EVOLI/results/slike/meter_all_teams.pdf', sep = ''), + pointsize = 12, + width = 9, + height = 6.5 +) + +p <- ggplot(df, aes(x = factor(name))) + + + # Vertikalne sive \u010Drte prikazane za stolpi\u010Dnim diagramom + geom_hline(yintercept = 0, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 10, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 30, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 40, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 60, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 70, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 80, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 90, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 100, col = "gray", alpha = 0.5, size = 0.7) + + + # Dolo\u010Dimo polo?aj prikaza dele?ev v grafu + geom_col(aes(y = Percentage, fill = label), + position = position_stack(reverse = TRUE), + width = .5) + + + # Vertikalne rde\u010De \u010Drte + geom_hline(yintercept = 20, colour = "#AA0000", alpha = 1, size = 0.8) + + geom_hline(yintercept = 50, colour = "#AA0000", alpha = 1, size = 0.8) + + + # Set the position to its complementary / izris dele?ev + geom_text(aes(y = 100 - pos, label = label1), size = 4) + + + # Rest of theme, polo?aj osi je na vrhu grafa + coord_flip() + + + scale_y_continuous( + position = "right", + expand = c(0, 0), + breaks = seq(min(0), max(0, 102), by = 10), + limits = c(0, 102), + labels = dollar_format(suffix = "%", prefix = "") + ) + + + scale_fill_manual( + values = c( + "#ff0000", + "#ffff00", + "#b2b2b2", + "#1baf05", + "#007FFF" + ), + drop = FALSE + ) + + + xlab("") + ylab("") + + + theme_bw() + theme( + axis.line = element_blank(), + panel.grid.major = element_blank(), + panel.grid.minor = element_blank(), + panel.border = element_blank(), + panel.background = element_blank() + ) + + + theme( + legend.position = "bottom", + legend.title = element_blank(), + legend.key.size = unit(0.7, "line"), + legend.text = element_text(size = 12) + ) + +# Add axis text colour, size and style +p1 <- p + theme( + axis.text.x = element_text(colour = "black", size = 11, face = "plain"), + axis.text.y = element_text(colour = "black", size = 11, face = "plain"), + plot.margin=unit(c(1, 1, 1, -0.4), units = "line"), + plot.background = element_rect(colour = 'gray', fill = 'NA', size = 0.5), + plot.title = element_text(hjust = 0.4,size = 15, face = "bold") + ) #+ + #ggtitle("Employeeship for all teams") + +p1 + theme(axis.ticks=element_blank()) + +# END: Save ggplot to pdf +dev.off() + +# Shranimo sliko in vklju\u010Dimo v pdf: LATEX +tex.meter_all_teams <- c(paste0( + "\\begin{figure}[H]", + # "\\caption{ \\textbf{\\large{Employeeship for all teams}}}", + paste0( + "\\centerline{\\includegraphics[width=1\\textwidth]{slike/meter_all_teams.pdf}}" + ), + "\\end{figure}" + ) + ) +#------------- GGPLOT EMPLOYEESHIP FOR ALL TEAMS ----------------# + + +#------------- EMPLOYEESHIP FOR SEPARATE TEAMS ----------------# +Oddeleki.tmp <- list() + +# S pomo?jo zanke za vsak oddelek posebej naredimo poro?ilo + +if (nrow(oddelek_length) > 0) { + for(oddelek in oddelek_length$group) { + + Oddelki_podatki <- subset(data, oddelek == oddelek_ime) + Oddelki_podatki[grep("var", names(Oddelki_podatki), value = TRUE)] <- + sapply(Oddelki_podatki[grep("var", names(Oddelki_podatki), value = TRUE)], + as.numeric) + + + #------------- FILLABLE NOTES/FORMS ----------------# + # Pod vsakim grafom "Team Employeeship Meter" naj bo za vnos komentarjev + # (fillable form) simbol svin?nika + simbol <- "\\ding{46} " + + # Ime forme + label_Notes <- "Notes:" + + # Forma + form <- c("\\begin{Form} + \\noindent + \\TextField[name=",oddelek,", multiline=true, width=\\linewidth,height=10cm,bordercolor=0 0 0]{} + \\end{Form}") + + # Concatenate + FillableFORM <- c(simbol, label_Notes, "\\\\[0.1cm]",form) + + # Not needed right now + vspace <- "\\vspace*{18pt}" + #------------- FILLABLE NOTES/FORMS ----------------# + + + # Najprej izra?unamo ?tevilo in dele?e ocen vrednosti na lestvici od 1 do 4 + # in jih pretvorimo na lestico 1 do 5 + + + + ### Mission statement ### + odd_statement <- prep.dat(Oddelki_podatki, + c( + "var001", + "var015", + "var029", + "var043" + ) + ) + + ### Vision ### + odd_vision <- prep.dat(Oddelki_podatki, + c( + "var002", + "var016", + "var030", + "var044", + "var057", + "var070" + ) + ) + + ### Organisation ### + odd_organisation <- prep.dat(Oddelki_podatki, + c( + "var003", + "var017", + "var031", + "var045", + "var058" + ) + ) + + ### "We" culture ### + odd_weculture <- prep.dat(Oddelki_podatki, + c( + "var004", + "var018", + "var032", + "var046", + "var059", + "var071" + ) + ) + + ### Management system ### + odd_mansystem <- prep.dat(Oddelki_podatki, + c( + "var005", + "var019", + "var033", + "var047", + "var060", + "var072", + "var082", + "var091" + ) + ) + + ### Management style ### + odd_manstyle <- prep.dat(Oddelki_podatki, + c( + "var006", + "var020", + "var034", + "var048", + "var061", + "var073", + "var083" + ) + ) + + ### Personnel policies ### + odd_personnel <- prep.dat(Oddelki_podatki, + c( + "var007", + "var021", + "var035", + "var049", + "var062", + "var074", + "var084", + "var092" + ) + ) + + ### The employment contract ### + odd_contract <- prep.dat(Oddelki_podatki, + c( + "var008", + "var022", + "var036", + "var050", + "var063", + "var075" + ) + ) + + ### Remuneration and recognition ### + odd_remunrecog <- prep.dat(Oddelki_podatki, + c( + "var009", + "var023", + "var037", + "var051", + "var064", + "var076", + "var085", + "var093" + ) + ) + + ### Career development ### + odd_development <- prep.dat(Oddelki_podatki, + c( + "var010", + "var024", + "var038", + "var052", + "var065", + "var077", + "var086" + ) + ) + + ### Internal communication ### + odd_intercom <- prep.dat(Oddelki_podatki, + c( + "var011", + "var025", + "var039", + "var053", + "var066", + "var078", + "var087" + ) + ) + + ### Information systems ### + odd_information <- prep.dat(Oddelki_podatki, + c( + "var012", + "var026", + "var040", + "var054", + "var067", + "var079", + "var088", + "var094" + ) + ) + + ### Quality policies ### + odd_quality <- prep.dat(Oddelki_podatki, + c( + "var013", + "var027", + "var041", + "var055", + "var068", + "var080", + "var089", + "var095" + ) + ) + + ### Learning company ### + odd_learning <- prep.dat(Oddelki_podatki, + c( + "var014", + "var028", + "var042", + "var056", + "var069", + "var081", + "var090", + "var096" + ) + ) + + + #------------- DATA PREPARATION FOR GGPLOT ----------------# + + odd_statement <- labScore(odd_statement, + "Mission statement") + odd_vision <- labScore(odd_vision, + "Vision") + odd_organisation <- labScore(odd_organisation, + "Organisation") + odd_weculture <- labScore(odd_weculture, + '"We" culture') + odd_mansystem <- labScore(odd_mansystem, + "Management system") + odd_manstyle <- labScore(odd_manstyle, + "Management style") + odd_personnel <- labScore(odd_personnel, + "Personnel policies") + odd_contract <- labScore(odd_contract, + "The employment contract") + odd_remunrecog <- labScore(odd_remunrecog, + "Remuneration and recognition") + odd_development <- labScore(odd_development, + "Career development") + odd_intercom <- labScore(odd_intercom, + "Internal communication") + odd_information <- labScore(odd_information, + "Information systems") + odd_quality <- labScore(odd_quality, + "Quality policies") + odd_learning <- labScore(odd_learning, + "Learning company") + + + # Combine all variables and create data frame + odd.df <- rbind( + odd_statement, + odd_vision, + odd_organisation, + odd_weculture, + odd_mansystem, + odd_manstyle, + odd_personnel, + odd_contract, + odd_remunrecog, + odd_development, + odd_intercom, + odd_information, + odd_quality, + odd_learning + ) + + + # Get the levels for type in the required order + odd.df$label = factor( + odd.df$label, + levels = c( + "Unacceptable", + "Insufficient", + "Average", + "Good", + "Excellent" + ) + ) + + odd.df = arrange(odd.df, name, desc(label)) + + # Format the labels and calculate their positions + odd.df = ddply(odd.df, + .(name), + transform, + pos = (cumsum(Percentage) - 0.5 * Percentage) + ) + + odd.df$label1 = paste0(sprintf("%.0f", odd.df$Percentage), "%") + + # User-defined order of names on axis + odd.df$name <- + factor( + odd.df$name , + levels = rev(c("Mission statement", + "Vision", + "Organisation", + '"We" culture', + "Management system", + "Management style", + "Personnel policies", + "The employment contract", + "Remuneration and recognition", + "Career development", + "Internal communication", + "Information systems", + "Quality policies", + "Learning company" + ) + ) + ) + odd.df <- odd.df[order(odd.df$name), ] + #------------- DATA PREPARATION FOR GGPLOT ----------------# + + + #------------- GGPLOT EMPLOYEESHIP ODDELKI ----------------# + # Pripravimo dokument + cairo_pdf( + paste( + 'modules/mod_EVOLI/results/slike/meter_', + replace.characters(oddelek), + '.pdf', + sep = "" + ), + pointsize = 15, + width = 9, + height = 6.5 + ) + + # Konstrukcija grafa + S <- ggplot(odd.df, aes(x = factor(name))) + + + # Vertikalne sive ?rte, prikazane za stolpi?nim diagramom + geom_hline(yintercept = 0, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 10, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 30, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 40, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 60, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 70, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 80, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 90, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 100, col = "gray", alpha = 0.5, size = 0.7) + + + # Dolo?imo polo?aj prikaza dele?ev v grafu + geom_col(aes(y = Percentage, fill = label), + position = position_stack(reverse = TRUE), + width = .5) + + + # Vertikalne rde?e ?rte + geom_hline(yintercept = 20, colour = "#AA0000", alpha = 1, size = 0.8) + + geom_hline(yintercept = 50, colour = "#AA0000", alpha = 1, size = 0.8) + + + # Izris dele?ev + geom_text(aes(y = 100 - pos, label = label1), size = 4) + + + # Rest of theme, polo?aj osi je na vrhu grafa + coord_flip() + + scale_y_continuous( + position = "right", ### PREVERI + expand = c(0, 0), + breaks = seq(min(0), max(0, 102), by = 10), + limits = c(0, 102), + labels = dollar_format(suffix = "%", prefix = "") + ) + + + scale_fill_manual(values = c( + "#ff0000", + "#ffff00", + "#b2b2b2", + "#1baf05", + "#007FFF" + ), + drop = FALSE) + + + xlab("") + ylab("") + + + theme_bw() + + + theme( + axis.line = element_blank(), + panel.grid.major = element_blank(), + panel.grid.minor = element_blank(), + panel.border = element_blank(), + panel.background = element_blank() + ) + + + theme( + legend.position="bottom", + legend.title = element_blank(), + legend.key.size = unit(0.7, "line"), + legend.text=element_text(size = 12) + ) + + # Add axis text colour, size and style + S1 <- S + theme( + axis.text.x = element_text(colour = "black", size = 11, face = "plain"), + axis.text.y = element_text(colour = "black", size = 11, face = "plain"), + plot.margin = unit(c(1, 1, 1, -0.4), units = "line"), + plot.background = element_rect(colour = 'gray', fill = 'NA', size = 0.5), + plot.title = element_text(hjust = 0.4,size = 15, face = "bold") + ) + + + # In case of letter ? we need to add extra space because of encoding + ggtitle(tidy.c.space(oddelek)) + + + print(S1 + theme(axis.ticks = element_blank())) + + # Save ggplot to pdf + dev.off() + + Oddeleki.tmp[[oddelek]] <- c(paste0( + "\\begin{figure}[H]", + #"\\caption{ \\textbf{\\large{Oddelki_podatki}}}", + paste0( + "\\centerline{\\includegraphics[width=1\\textwidth]{slike/meter_", + replace.characters(oddelek), + ".pdf}}" + ), + "\\end{figure}" + ), + FillableFORM) + + }} else { + Oddeleki.tmp[[oddelek]] <- NULL + fillableForm_Serv <- NULL + vspace <- NULL + } + +#------------- EMPLOYEESHIP FOR SEPARATE TEAMS ----------------# + + +#------------- EMPLOYEESHIP FOR SEPARATE FACTORS ----------------# +Lastnosti.tmp <- list() + + +lastnosti_length = unique(df$name) + + +las_statement <- data.frame() +las_vision <- data.frame() +las_organisation <- data.frame() +las_weculture <- data.frame() +las_mansystem <- data.frame() +las_manstyle <- data.frame() +las_personnel <- data.frame() +las_contract <- data.frame() +las_remunrecog <- data.frame() +las_development <- data.frame() +las_intercom <- data.frame() +las_information <- data.frame() +las_quality <- data.frame() +las_learning <- data.frame() + + +for (oddelek in oddelek_length$group) { + data_temp <- data[ which(data$oddelek_ime==oddelek), ] + + ### Mission statement ### + las_statement_temp <- prep.dat(data_temp, + c( + "var001", + "var015", + "var029", + "var043" + ) + ) + + las_statement_temp$name <- oddelek + las_statement <- rbind(las_statement, las_statement_temp) + + ### Vision ### + las_vision_temp <- prep.dat(data_temp, + c( + "var002", + "var016", + "var030", + "var044", + "var057", + "var070" + ) + ) + las_vision_temp$name <- oddelek + las_vision <- rbind(las_vision, las_vision_temp) + + ### Organisation ### + las_organisation_temp <- prep.dat(data_temp, + c( + "var003", + "var017", + "var031", + "var045", + "var058" + ) + ) + las_organisation_temp$name <- oddelek + las_organisation <- rbind(las_organisation, las_organisation_temp) + + ### "We" culture ### + las_weculture_temp <- prep.dat(data_temp, + c( + "var004", + "var018", + "var032", + "var046", + "var059", + "var071" + ) + ) + las_weculture_temp$name <- oddelek + las_weculture <- rbind(las_weculture, las_weculture_temp) + + ### Management system ### + las_mansystem_temp <- prep.dat(data_temp, + c( + "var005", + "var019", + "var033", + "var047", + "var060", + "var072", + "var082", + "var091" + ) + ) + las_mansystem_temp$name <- oddelek + las_mansystem <- rbind(las_mansystem, las_mansystem_temp) + + ### Management style ### + las_manstyle_temp <- prep.dat(data_temp, + c( + "var006", + "var020", + "var034", + "var048", + "var061", + "var073", + "var083" + ) + ) + las_manstyle_temp$name <- oddelek + las_manstyle <- rbind(las_manstyle, las_manstyle_temp) + + ### Personnel policies ### + las_personnel_temp <- prep.dat(data_temp, + c( + "var007", + "var021", + "var035", + "var049", + "var062", + "var074", + "var084", + "var092" + ) + ) + las_personnel_temp$name <- oddelek + las_personnel <- rbind(las_personnel, las_personnel_temp) + + ### The employment contract ### + las_contract_temp <- prep.dat(data_temp, + c( + "var008", + "var022", + "var036", + "var050", + "var063", + "var075" + ) + ) + las_contract_temp$name <- oddelek + las_contract <- rbind(las_contract, las_contract_temp) + + ### Remuneration and recognition ### + las_remunrecog_temp <- prep.dat(data_temp, + c( + "var009", + "var023", + "var037", + "var051", + "var064", + "var076", + "var085", + "var093" + ) + ) + las_remunrecog_temp$name <- oddelek + las_remunrecog <- rbind(las_remunrecog, las_remunrecog_temp) + + ### Career development ### + las_development_temp <- prep.dat(data_temp, + c( + "var010", + "var024", + "var038", + "var052", + "var065", + "var077", + "var086" + ) + ) + las_development_temp$name <- oddelek + las_development <- rbind(las_development, las_development_temp) + + ### Internal communication ### + las_intercom_temp <- prep.dat(data_temp, + c( + "var011", + "var025", + "var039", + "var053", + "var066", + "var078", + "var087" + ) + ) + las_intercom_temp$name <- oddelek + las_intercom <- rbind(las_intercom, las_intercom_temp) + + ### Information systems ### + las_information_temp <- prep.dat(data_temp, + c( + "var012", + "var026", + "var040", + "var054", + "var067", + "var079", + "var088", + "var094" + ) + ) + las_information_temp$name <- oddelek + las_information <- rbind(las_information, las_information_temp) + + ### Quality policies ### + las_quality_temp <- prep.dat(data_temp, + c( + "var013", + "var027", + "var041", + "var055", + "var068", + "var080", + "var089", + "var095" + ) + ) + las_quality_temp$name <- oddelek + las_quality <- rbind(las_quality, las_quality_temp) + + ### Learning company ### + las_learning_temp <- prep.dat(data_temp, + c( + "var014", + "var028", + "var042", + "var056", + "var069", + "var081", + "var090", + "var096" + ) + ) + las_learning_temp$name <- oddelek + las_learning <- rbind(las_learning, las_learning_temp) + +} + + +las_list <- list(las_statement, + las_vision, + las_organisation, + las_weculture, + las_mansystem, + las_manstyle, + las_personnel, + las_contract, + las_remunrecog, + las_development, + las_intercom, + las_information, + las_quality, + las_learning) + +factor_list <- list("Mission statement", + "Vision", + "Organisation", + '"We" culture', + "Management system", + "Management style", + "Personnel policies", + "The employment contract", + "Remuneration and recognition", + "Career development", + "Internal communication", + "Information systems", + "Quality policies", + "Learning company" + ) + + +if (length(las_list) > 0) { + for (i in seq(1, length(las_list), by=1)) { + + # Add labels + las_list[[i]] <- las_labScore(las_list[[i]]) + + # Get the levels for type in the required order + las_list[[i]]$label = factor(las_list[[i]]$label, + levels = c( + "Unacceptable", + "Insufficient", + "Average", + "Good", + "Excellent" + ) + ) + + las_list[[i]] = arrange(las_list[[i]], name, desc(label)) + + # Format the labels and calculate their positions + las_list[[i]] = ddply(las_list[[i]], + .(name), + transform, + pos = (cumsum(Percentage) - 0.5 * Percentage) + ) + + las_list[[i]]$label1 = paste0(sprintf("%.0f", las_list[[i]]$Percentage), "%") + + + + las_list[[i]] <- las_list[[i]][order(las_list[[i]]$name), ] + + + #------------- GGPLOT EMPLOYEESHIP FACTORS ----------------# + # Pripravimo dokument + cairo_pdf( + paste( + 'modules/mod_EVOLI/results/slike/meter_factor_', + replace.characters(i), + '.pdf', + sep = "" + ), + pointsize = 15, + width = 9, + height = 6.5 + ) + + # Konstrukcija grafa + L <- ggplot(las_list[[i]], aes(x = factor(name))) + + + # Vertikalne sive ?rte, prikazane za stolpi?nim diagramom + geom_hline(yintercept = 0, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 10, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 30, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 40, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 60, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 70, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 80, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 90, col = "gray", alpha = 0.5, size = 0.7) + + geom_hline(yintercept = 100, col = "gray", alpha = 0.5, size = 0.7) + + + # Dolo?imo polo?aj prikaza dele?ev v grafu + geom_col(aes(y = Percentage, fill = label), + position = position_stack(reverse = TRUE), + width = .5) + + + # Vertikalne rde?e ?rte + geom_hline(yintercept = 20, colour = "#AA0000", alpha = 1, size = 0.8) + + geom_hline(yintercept = 50, colour = "#AA0000", alpha = 1, size = 0.8) + + + # Izris dele?ev + geom_text(aes(y = 100 - pos, label = label1), size = 4) + + + # Rest of theme, polo?aj osi je na vrhu grafa + coord_flip() + + scale_y_continuous( + position = "right", + expand = c(0, 0), + breaks = seq(min(0), max(0, 102), by = 10), + limits = c(0, 102), + labels = dollar_format(suffix = "%", prefix = "") + ) + + + scale_fill_manual(values = c( + "#ff0000", + "#ffff00", + "#b2b2b2", + "#1baf05", + "#007FFF" + ), + drop = FALSE) + + + xlab("") + ylab("") + + + theme_bw() + + + theme( + axis.line = element_blank(), + panel.grid.major = element_blank(), + panel.grid.minor = element_blank(), + panel.border = element_blank(), + panel.background = element_blank() + ) + + + theme( + legend.position="bottom", + legend.title = element_blank(), + legend.key.size = unit(0.7, "line"), + legend.text=element_text(size = 12) + ) + + # Add axis text colour, size and style + L1 <- L + theme( + axis.text.x = element_text(colour = "black", size = 11, face = "plain"), + axis.text.y = element_text(colour = "black", size = 11, face = "plain"), + plot.margin = unit(c(1, 1, 1, -0.4), units = "line"), + plot.background = element_rect(colour = 'gray', fill = 'NA', size = 0.5), + plot.title = element_text(hjust = 0.4,size = 15, face = "bold") + ) + + + # In case of letter ? we need to add extra space because of encoding + ggtitle(factor_list[[i]]) + + + print(L1 + theme(axis.ticks = element_blank())) + + # Save ggplot to pdf + dev.off() + + Lastnosti.tmp[[i]] <- c(paste0( + "\\begin{figure}[H]", + paste0( + "\\centerline{\\includegraphics[width=1\\textwidth]{slike/meter_factor_", + replace.characters(i), + ".pdf}}" + ), + "\\end{figure}" + ), + FillableFORM) + + } + +} else { + Lastnosti.tmp[[i]] <- NULL + fillableForm_Serv <- NULL + vspace <- NULL +} + +#------------- EMPLOYEESHIP FOR SEPARATE FACTORS ----------------# + + +#------------- ORGANISATION INFORMATION ----------------# +# Organisation name (on first page/ head of pages) +organisation <- unique(data$skupina_ime) + +# Date on first page +date <- unique(data$itime) + +# Customer name on second page +junk <- c("-1", "-2", "-3", "-4", "-5") + +customer <- + ifelse( + unique(data$ime) %in% junk, + "Dear customer!", + paste0("Dear ", data$ime, "!") + ) +#------------- ORGANISATION INFORMATION ----------------# + + +#------------- GENERATING PDF ----------------# +# Scan latex files where we defined structure of a document +# Define document (first page, ...) +tex.head <- scan( + "modules/mod_EVOLI/latexkosi/organisational_employeeship_meter_head.tex", + character(0), + sep = "\n", + quiet = TRUE, + encoding = 'UTF-8' + ) + +tex.text <- scan( + "modules/mod_EVOLI/latexkosi/employeeship_text.tex", + character(0), + sep = "\n", + quiet = TRUE, + encoding = 'UTF-8' + ) + +# Organization name +tex.head <- gsub( + pattern = '!organisation!', + replacement = Hmisc::latexTranslate(organisation), + x = tex.head + ) + +# Date +tex.head <- gsub( + pattern = '!date!', + replacement = Hmisc::latexTranslate(date), + x = tex.head + ) + +# Organisation name +tex.head <- gsub( + pattern = 'COMPANY NAME', + replacement = Hmisc::latexTranslate(organisation), + x = tex.head, + fixed = TRUE + ) + +# Customer name +tex.head <- gsub( + pattern = '!name!', + replacement = Hmisc::latexTranslate("customer"), + x = tex.head, + fixed = TRUE + ) + +# End latex document +tex.foot <- scan( + "modules/mod_EVOLI/latexkosi/foot.tex", + character(0), + sep = "\n", + quiet = TRUE + ) + +# Get working directory +Rdirektorij <- getwd() + +# Compiling file +tex.izbor <- c( + tex.head, + tex.meter_all_teams, + "\\vspace*{30px}", + "\\begin{center}", + organisation, + "\\end{center}", + table.tex, + "\\chapter{\\Large Organisational Employeeship Meter}", + Oddeleki.tmp, + "\\chapter{\\Large Organisational Employeeship Factors}", + "\\begin{center}", + "\\large\\textbf{Team scores for each of the 14 Organisational Employeeship factors}", + "\\end{center}", + Lastnosti.tmp, + tex.text, + tex.foot + ) + +# File folder +setwd(paste(Rdirektorij, "modules/mod_EVOLI/results", sep = "/")) + +# Name of tex file +cat(unlist(tex.izbor), file = paste0("Org-Employeeship-Meter-ang.tex"), sep = "\n") + +# Pdf file +tools::texi2pdf(file = paste0("Org-Employeeship-Meter-ang.tex"), + quiet = TRUE, + clean = TRUE) + +setwd(Rdirektorij) +#------------- GENERATING PDF ----------------# diff --git a/admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_slo.R b/admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_slo.R new file mode 100644 index 000000000..71e508439 --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/R/Evoli_org_employ_meter_slo.R @@ -0,0 +1,801 @@ +############################################################################ +############################################################################ +### ### +### EVOLI SKUPINSKO POROCILO ### +### SLOVENSKA VERZIJA ### +### POROCILO ORGANIZACIJSKI EMPLOYEESHIP METER ### +### ### +############################################################################ +############################################################################ + +##:::::::::::::::::::::: +## Kodiranje streznik +##:::::::::::::::::::::: + +Sys.setlocale(category = "LC_ALL", locale = "slovenian") + +##:::::::::::::::::::::::::::::::::::::::: +## Namestitev paketov, ki jih uporabimo +##:::::::::::::::::::::::::::::::::::::::: + +# Navedemo potrebne pakete +potrebni_paketi <- c('tools', + 'Cairo', + 'gridExtra', + 'ggplot2', + 'grid', + 'scales', + 'plyr', + 'dplyr') + +# # Namestimo manjkajoce pakete +# manjkajoci_paketi <- rownames(installed.packages()) +# namestitev_paketov <- potrebni_paketi[!(potrebni_paketi %in% manjkajoci_paketi)] +# +# if (length(namestitev_paketov) > 0) +# install.packages(namestitev_paketov) + +# Nalozimo potrebne pakete +lapply(potrebni_paketi, require, character.only = TRUE) + +##:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: +## Nalozitev lastnih funkcij glede na relativno pot do datoteke +##:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: + +source("modules/mod_EVOLI/R/my_functions.R") + +##::::::::::::::::::::::::::::::::::::::::::::::::: +## Prenos argumentov R skripti iz ukazne vrstice +##::::::::::::::::::::::::::::::::::::::::::::::::: + +params <- commandArgs(trailingOnly = TRUE) +ID <- params[1] + +##::::::::::::::::::::::::::::::::::::::::::::::::::: +## Ustvarjanje map za shranjevanje koncnega PDF-ja +##::::::::::::::::::::::::::::::::::::::::::::::::::: + +# Mapa s pdfjem +dir.create('modules/mod_EVOLI/results', showWarnings = FALSE) +# Mapa s slikami, ki bodo v PDF-ju +dir.create('modules/mod_EVOLI/results/slike', showWarnings = FALSE) + +##:::::::::::::::::::::::::::::::: +## Uvoz in filtriranje podatkov +##:::::::::::::::::::::::::::::::: + +# Branje podatkov iz csv datoteke +data <- read.csv2( + "modules/mod_EVOLI/temp/evoli_team.csv", + sep = ";", + header = T, + fill = T, + stringsAsFactors = FALSE +) + +# Ce je v prvem stolpcu prve vrstice "Ustreznost" ali "Relevance" potem prvo vrstico odstranimo +if (data[1, 1] == ("Ustreznost") | + data[1, 1] == ("Relevance")) + data <- data[2:nrow(data), ] + +# Izberemo dokon?ane ankete skupine 1 in odstranimo podatke brez oddelka +data <- data %>% + subset(skupina == ID) %>% + subset(oddelek_ime != -1) %>% + subset(status == 6) + +# Odstranimo vrstice, ki vsebujejo vrednosti neveljavnih odgovorov (od -1 do -5) +neveljavno <- c("-1", "-2", "-3", "-4", "-5") +data <- + data[!apply(data[grep("var", names(data), value = T)], 1, function(x) { + any(x %in% neveljavno) + }),] + +##::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: +## Skupine na podlagi katerih se bodo izracunale in izrisale vrednosti na grafih +##::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: + +# Izracun stevila odgovorov po posameznem oddelku +oddelki <- as.data.frame(table(data$oddelek_ime), stringsAsFactors=FALSE) +oddelki <- oddelki %>% + dplyr::rename(ime = Var1, + stevilo = Freq) + +# Izracun deleza odgovorov za vse oddelke +oddelki$delez <- + round(oddelki$stevilo / sum(oddelki$stevilo) * 100, 1) + +# Ali ima podjetje oddelke +if (any(oddelki$ime == "-1")) { + oddelki$ime <- unique(data$skupina_ime) + data["oddelek_ime"] <- unique(data$skupina_ime) +} + +##::::::::::::::::::::::::::: +## LaTeX frekvencna tabela +##::::::::::::::::::::::::::: + +# Tabela frekvenc in procentualnih delezev +table <- oddelki %>% + select(2, 3) %>% + dplyr::rename(Frekvenca = stevilo, + Odstotek = delez) +table$Frekvenca <- as.numeric(table$Frekvenca) + +# Dodaj vsoto +table <- table %>% + rbind(colSums(table, na.rm=TRUE)) + +# Zaokrozi in dodaj simbol procenta +table$Odstotek <- table$Odstotek %>% + round() %>% + paste0("\\ %") + +# Poimenuj vrstice +rownames(table) <- c(oddelki$ime, "Skupaj") + +# Dodaj imena stolpcev v prvo vrstico +table <- rbind(colnames(table), table) + +# Odstrani odvecna imena za pravilno obliko v LaTeXu +rownames(table)[1] <- " " +colnames(table)[1] <- " " +colnames(table)[2] <- " " + +# Tabela v LaTeXu +tabela_tex <- capture.output( + Hmisc::latex( + table, + rowlabel = "Organizacijski Employeeship meter", + file = "", + where = "H", + first.hline.double=FALSE, + rowlabel.just = "p{6.5cm}", + col.just = c("|c", "|c"), + n.rgroup = rep_len(1, nrow(table)), + rowname = Hmisc::latexTranslate(rownames(table)) + ) +) + +##::::::::::::::::::::::::::::::: +## Opredelitev skupin vprasanj +##::::::::::::::::::::::::::::::: + +skupina_1 <- paste0("var", c("001", "015", "029", "043")) +skupina_2 <- paste0("var", c("002", "016", "030", "044", "057", "070")) +skupina_3 <- paste0("var", c("003", "017", "031", "045", "058")) +skupina_4 <- paste0("var", c("004","018", "032", "046", "059", "071")) +skupina_5 <- paste0("var", c("005", "019", "033", "047", "060", "072", "082", "091")) +skupina_6 <- paste0("var", c("006", "020", "034", "048", "061", "073", "083")) +skupina_7 <- paste0("var", c("007", "021", "035", "049", "062", "074", "084", "092")) +skupina_8 <- paste0("var", c("008", "022", "036", "050", "063", "075")) +skupina_9 <- paste0("var", c("009", "023", "037", "051", "064", "076", "085", "093")) +skupina_10 <- paste0("var", c("010", "024", "038", "052", "065", "077", "086")) +skupina_11 <- paste0("var", c("011", "025", "039", "053", "066", "078", "087")) +skupina_12 <- paste0("var", c("012", "026", "040", "054", "067", "079", "088", "094")) +skupina_13 <- paste0("var", c("013", "027", "041", "055", "068", "080", "089", "095")) +skupina_14 <- paste0("var", c("014", "028", "042", "056", "069", "081", "090", "096")) + +##:::::::::::::::::::::::::::::::::::::::::::: +## Hranjenje podatkov za grafe o dejavnikih +##:::::::::::::::::::::::::::::::::::::::::::: + +Izjava_o_p <- +Vizija <- +Organizacija <- +Kultura <- +Sistem_v <- +Stil_v <- +Kadrovske_p <- +Zaposlitvena_p <- +Nagrade_in_p <- +Napredovanje <- +Notranja_k <- +Informacijski_s <- +Politika_k <- +Uceca_se_o <- data.frame( + Ocena = character(), + Percentage = double(), + label = character(), + name = character(), + pozicija = double(), + delez = character(), + stringsAsFactors=FALSE +) + +# LaTeX zapis prvega grafa +skupen_graf_tex <- "\\begin{figure}[H]\\centerline{\\includegraphics[width=1\\textwidth]{slike/organizacijski_employeeship_meter_all_teams.pdf}}\\end{figure}" + +# Seznam kamor se bodo shranjevali preostali zapisi grafov v LaTeXu +grafi_oddelkov_tex <- list() + +##::::::::::::::::::: +## Izdelava grafov +##::::::::::::::::::: + +for(i in 1:(length(oddelki$ime) + 1)) { + # Prvi graf + if(i==1) + podatki <- sapply(data[grep("var", names(data), value = TRUE)], as.numeric) + # Preostali grafi + else if (nrow(oddelki) > 0) { + vprasalnik <- subset(data, oddelki$ime[i - 1] == oddelek_ime) + podatki <- sapply(vprasalnik[grep("var", names(vprasalnik), value = TRUE)], as.numeric) + } + + ##:::::::::::::::::::::::::::::::::::::::::: + ## Polje za zapiske pri preostalih grafih + ##:::::::::::::::::::::::::::::::::::::::::: + + if (i > 1 & nrow(oddelki) > 0) { + form <- c("\\ding{46}", "Notes:", "\\\\[0.1cm]", + "\\begin{Form} + \\noindent + \\TextField[name=", oddelki$ime[i-1], ", multiline=true, width=\\linewidth, height=10cm, bordercolor=0 0 0]{} + \\end{Form}") + } + + ##:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: + ## Pretvorba odgovorov na lestvico od 1-5 in izracun delezev vrednosti na lestvici od 1 do 5 ter dodajanje oznak, ki bodo na grafih + ##:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: + + df <- + rbind( + podatki %>% + prep.dat(skupina_1) %>% + labScore("Izjava o poslanstvu"), + podatki %>% + prep.dat(skupina_2) %>% + labScore("Vizija"), + podatki %>% + prep.dat(skupina_3) %>% + labScore("Organizacija"), + podatki %>% + prep.dat(skupina_4) %>% + labScore("Kultura \"mi\""), + podatki %>% + prep.dat(skupina_5) %>% + labScore("Sistem vodenja"), + podatki %>% + prep.dat(skupina_6) %>% + labScore("Stil vodenja"), + podatki %>% + prep.dat(skupina_7) %>% + labScore("Kadrovske politike"), + podatki %>% + prep.dat(skupina_8) %>% + labScore("Zaposlitvena pogodba"), + podatki %>% + prep.dat(skupina_9) %>% + labScore("Nagrade in priznanja"), + podatki %>% + prep.dat(skupina_10) %>% + labScore("Napredovanje"), + podatki %>% + prep.dat(skupina_11) %>% + labScore("Notranja komunikacija"), + podatki %>% + prep.dat(skupina_12) %>% + labScore("Informacijski sistem"), + podatki %>% + prep.dat(skupina_13) %>% + labScore("Politika kakovosti"), + podatki %>% + prep.dat(skupina_14) %>% + labScore("U\u010De\u010Da se organizacija") + ) + + ##::::::::::::::::::::::::::::::::::::::::::::: + ## Shranjevanje podatkov za grafe dejavnikov + ##::::::::::::::::::::::::::::::::::::::::::::: + if (i > 1){ + Izjava_o_p <- rbind(Izjava_o_p, factor_to_string(df, "Izjava o poslanstvu", oddelki$ime[i-1])) + Vizija <- rbind(Vizija, factor_to_string(df, "Vizija", oddelki$ime[i-1])) + Organizacija <- rbind(Organizacija, factor_to_string(df, "Organizacija", oddelki$ime[i-1])) + Kultura <- rbind(Kultura, factor_to_string(df, "Kultura \"mi\"", oddelki$ime[i-1])) + Sistem_v <- rbind(Sistem_v, factor_to_string(df, "Sistem vodenja", oddelki$ime[i-1])) + Stil_v <- rbind(Stil_v, factor_to_string(df, "Stil vodenja", oddelki$ime[i-1])) + Kadrovske_p <- rbind(Kadrovske_p, factor_to_string(df, "Kadrovske politike", oddelki$ime[i-1])) + Zaposlitvena_p <- rbind(Zaposlitvena_p, factor_to_string(df, "Zaposlitvena pogodba", oddelki$ime[i-1])) + Nagrade_in_p <- rbind(Nagrade_in_p, factor_to_string(df, "Nagrade in priznanja", oddelki$ime[i-1])) + Napredovanje <- rbind(Napredovanje, factor_to_string(df, "Napredovanje", oddelki$ime[i-1])) + Notranja_k <- rbind(Notranja_k, factor_to_string(df, "Notranja komunikacija", oddelki$ime[i-1])) + Informacijski_s <- rbind(Informacijski_s, factor_to_string(df, "Informacijski sistem", oddelki$ime[i-1])) + Politika_k <- rbind(Politika_k, factor_to_string(df, "Politika kakovosti", oddelki$ime[i-1])) + Uceca_se_o <- rbind(Uceca_se_o, factor_to_string(df, "U\u010De\u010Da se organizacija", oddelki$ime[i-1])) + } + + ##::::::::::::::::::::::::::::::: + ## Priprava podatkov za ggplot + ##::::::::::::::::::::::::::::::: + + # Spremenljivka label v faktor razporedi po spremenljivki name + df$label = factor( + df$label, + levels = c( + "Nesprejemljivo", + "Nezadostno", + "Povpre\u010Dno", + "Dobro", + "Odli\u010Dno" + ) + ) + df <- arrange(df, name, desc(label)) + + # Izracun pozicije + df = ddply(df, .(name), transform, pozicija = (cumsum(Percentage) - 0.5 * Percentage)) + df$delez = paste0(sprintf("%.0f", df$Percentage), "%") + + # Razporeditev imen na osi + df$name <- factor( + df$name, + levels = c( + "U\u010De\u010Da se organizacija", + "Politika kakovosti", + "Informacijski sistem", + "Notranja komunikacija", + "Napredovanje", + "Nagrade in priznanja", + "Zaposlitvena pogodba", + "Kadrovske politike", + "Stil vodenja", + "Sistem vodenja", + "Kultura \"mi\"", + "Organizacija", + "Vizija", + "Izjava o poslanstvu" + ) + ) + df <- df[order(df$name), ] + + ##:::::::::::::::::: + ## Izdelava grafa + ##:::::::::::::::::: + + # Kreiraj pdf v katerem bo graf + # Prvi graf + if(i==1){ + cairo_pdf( + 'modules/mod_EVOLI/results/slike/organizacijski_employeeship_meter_all_teams.pdf', + pointsize = 12, + width = 9, + height = 6.5 + ) + } + # Preostali grafi + else if (nrow(oddelki) > 0){ + cairo_pdf( + paste( + 'modules/mod_EVOLI/results/slike/organizacijski_employeeship_meter_', + replace.characters(oddelki$ime[i-1]), + '.pdf', + sep = "" + ), + pointsize = 15, + width = 9, + height = 6.5 + ) + } + + # Opredeli graf + graf <- ggplot(df, aes(factor(name))) + + # Vertikalne sive crte prikazane za grafom + for (crta in seq(0, 100, 10)) + graf <- graf + geom_hline(yintercept = crta, col = "gray", alpha = 0.5, size = 0.7) + + # Naslov grafa + naslov <- ggtitle("") + if(i > 1 & nrow(oddelki) > 0) + naslov <- ggtitle(oddelki$ime[i-1]) + + # Dolocitev polozaja prikaza delezev v grafu + graf <- graf + geom_col(aes(y = Percentage, fill = label), + position = position_stack(reverse = TRUE), + width = .5) + + + # Vertikalne rdece crte + geom_hline(yintercept = 20, colour = "#AA0000", alpha = 1, size = 0.8) + + geom_hline(yintercept = 50, colour = "#AA0000", alpha = 1, size = 0.8) + + + # Izris delezev + geom_text(aes(y = 100 - pozicija, label = delez), size = 4) + + + # Preostanek grafa + coord_flip() + + scale_y_continuous( + position = "top", + expand = c(0, 0), + breaks = seq(min(0), max(0, 102), by = 10), + limits = c(0, 102), + labels = dollar_format(suffix = "%", prefix = "") + ) + + scale_fill_manual( + values = c("#ff0000", "#ffff00", "#b2b2b2", "#1baf05", "#007FFF"), + drop = FALSE + ) + + xlab("") + + ylab("") + + + # Specifikacija teme + theme_bw() + + theme( + axis.line = element_blank(), + panel.grid.major = element_blank(), + panel.grid.minor = element_blank(), + panel.border = element_blank(), + panel.background = element_blank(), + legend.position = "bottom", + legend.title = element_blank(), + legend.key.size = unit(0.7, "line"), + legend.text = element_text(size = 12), + + # Velikost barva in stil besedila na oseh + axis.text.x = element_text( + colour = "black", + size = 11, + face = "plain" + ), + axis.text.y = element_text( + colour = "black", + size = 11, + face = "plain" + ), + plot.margin = unit(c(1, 1, 1, 1), units = "line"), + plot.background = element_rect( + colour = 'gray', + fill = 'NA', + size = 0.5 + ), + axis.ticks=element_blank(), + plot.title = element_text(hjust = 0.4, size = 15, face = "bold") + ) + + naslov + + # Shranjevanje grafa + print(graf) + dev.off() + + # Ime grafa o specificnem oddelku in obrazec + if(i > 1 & nrow(oddelki) > 0){ + grafi_oddelkov_tex[[oddelki$ime[i-1]]] <- c( + "\\begin{figure}[H]", + paste0( + "\\centerline{\\includegraphics[width=1\\textwidth]{slike/organizacijski_employeeship_meter_", + replace.characters(oddelki$ime[i-1]), + ".pdf}}" , + "\\end{figure}" + ), + form + ) + } + + # Ce ni zapisov o oddelkih + if(nrow(oddelki)==0){ + grafi_oddelkov_tex[[oddelki$ime[i-1]]] <- NULL + fillableForm_Serv <- NULL + } +} + +##:::::::::::::::::::::::::::::::: +## Izdelava grafov za dejavnike +##:::::::::::::::::::::::::::::::: + +# Seznam kamor se bodo shranjevali preostali zapisi grafov v LaTeXu +grafi_dejavnikov_tex <- list() + +# Dejavniki +dejavniki <- c( + "Izjava o poslanstvu", + "Vizija", + "Organizacija", + "Kultura \"mi\"", + "Sistem vodenja", + "Stil vodenja", + "Kadrovske politike", + "Zaposlitvena pogodba", + "Nagrade in priznanja", + "Napredovanje", + "Notranja komunikacija", + "Informacijski sistem", + "Politika kakovosti", + "U\u010De\u010Da se organizacija" +) + +for(i in 1:(length(dejavniki))){ + + ##:::::::::::::::::::: + ## Polje za zapiske + ##:::::::::::::::::::: + # Prvo polje manjse, da gre na isto stran z naslovom + if (i == 1){ + form <- c("\\ding{46}", "Notes:", "\\\\[0.1cm]", + "\\begin{Form} + \\noindent + \\TextField[name=", dejavniki[i], ", multiline=true, width=\\linewidth, height=9cm, bordercolor=0 0 0]{} + \\end{Form}") + } else { + form <- c("\\ding{46}", "Notes:", "\\\\[0.1cm]", + "\\begin{Form} + \\noindent + \\TextField[name=", dejavniki[i], ", multiline=true, width=\\linewidth, height=10cm, bordercolor=0 0 0]{} + \\end{Form}") + } + + ##:::::::::::::::::: + ## Izberi podatke + ##:::::::::::::::::: + + if(dejavniki[i] == "Izjava o poslanstvu") { + df <- Izjava_o_p + } else if (dejavniki[i] == "Vizija") { + df <- Vizija + } else if (dejavniki[i] == "Organizacija") { + df <- Organizacija + } else if (dejavniki[i] == "Kultura \"mi\"") { + df <- Kultura + } else if (dejavniki[i] == "Sistem vodenja") { + df <- Sistem_v + } else if (dejavniki[i] == "Stil vodenja") { + df <- Kadrovske_p + } else if (dejavniki[i] == "Kadrovske politike") { + df <- Sistem_v + } else if (dejavniki[i] == "Zaposlitvena pogodba") { + df <- Zaposlitvena_p + } else if (dejavniki[i] == "Nagrade in priznanja") { + df <- Nagrade_in_p + } else if (dejavniki[i] == "Napredovanje") { + df <- Napredovanje + } else if (dejavniki[i] == "Notranja komunikacija") { + df <- Notranja_k + } else if (dejavniki[i] == "Informacijski sistem") { + df <- Informacijski_s + } else if (dejavniki[i] == "Politika kakovosti") { + df <- Politika_k + } else if (dejavniki[i] == "U\u010De\u010Da se organizacija") { + df <- Uceca_se_o + } + + ##::::::::::::::::::::::::::::::: + ## Priprava podatkov za ggplot + ##::::::::::::::::::::::::::::::: + + # Spremenljivka label v faktor razporedi po spremenljivki name + df$label = factor( + df$label, + levels = c( + "Nesprejemljivo", + "Nezadostno", + "Povpre\u010Dno", + "Dobro", + "Odli\u010Dno" + ) + ) + df <- arrange(df, name, desc(label)) + + # Izracun pozicije + df = ddply(df, .(name), transform, pozicija = (cumsum(Percentage) - 0.5 * Percentage)) + df$delez = paste0(sprintf("%.0f", df$Percentage), "%") + + # Razporeditev imen na osi + df$name <- factor(df$name, levels = rev(oddelki$ime)) + df <- df[order(df$name),] + + ##:::::::::::::::::: + ## Izdelava grafa + ##:::::::::::::::::: + + # Kreiraj pdf v katerem bo graf + cairo_pdf( + paste0( + 'modules/mod_EVOLI/results/slike/organizacijski_employeeship_meter_', + replace.characters(dejavniki[i]), + '.pdf' + ), + pointsize = 15, + width = 9, + height = 6.5 + ) + + # Opredeli graf + graf <- ggplot(df, aes(factor(name))) + + # Vertikalne sive crte prikazane za grafom + for (crta in seq(0, 100, 10)) + graf <- graf + geom_hline(yintercept = crta, col = "gray", alpha = 0.5, size = 0.7) + + # Naslov grafa + naslov <- ggtitle("") + naslov <- ggtitle(dejavniki[i]) + + # Dolocitev polozaja prikaza delezev v grafu + graf <- graf + geom_col(aes(y = Percentage, fill = label), + position = position_stack(reverse = TRUE), + width = .5) + + + # Vertikalne rdece crte + geom_hline(yintercept = 20, colour = "#AA0000", alpha = 1, size = 0.8) + + geom_hline(yintercept = 50, colour = "#AA0000", alpha = 1, size = 0.8) + + + # Izris delezev + geom_text(aes(y = 100 - pozicija, label = delez), size = 4) + + + # Preostanek grafa + coord_flip() + + scale_y_continuous( + position = "top", + expand = c(0, 0), + breaks = seq(min(0), max(0, 102), by = 10), + limits = c(0, 102), + labels = dollar_format(suffix = "%", prefix = "") + ) + + scale_fill_manual( + values = c("#ff0000", "#ffff00", "#b2b2b2", "#1baf05", "#007FFF"), + drop = FALSE + ) + + xlab("") + + ylab("") + + + # Specifikacija teme + theme_bw() + + theme( + axis.line = element_blank(), + panel.grid.major = element_blank(), + panel.grid.minor = element_blank(), + panel.border = element_blank(), + panel.background = element_blank(), + legend.position = "bottom", + legend.title = element_blank(), + legend.key.size = unit(0.7, "line"), + legend.text = element_text(size = 12), + + # Velikost barva in stil besedila na oseh + axis.text.x = element_text( + colour = "black", + size = 11, + face = "plain" + ), + axis.text.y = element_text( + colour = "black", + size = 11, + face = "plain" + ), + plot.margin = unit(c(1, 1, 1, 1), units = "line"), + plot.background = element_rect( + colour = 'gray', + fill = 'NA', + size = 0.5 + ), + axis.ticks=element_blank(), + plot.title = element_text(hjust = 0.4, size = 15, face = "bold") + ) + + naslov + + # Shranjevanje grafa + print(graf) + dev.off() + + # Ime grafa o specificnem oddelku in obrazec + grafi_dejavnikov_tex[[dejavniki[i]]] <- c( + paste0( + "\\begin{figure}[H]", + "\\centerline{\\includegraphics[width=1\\textwidth]{slike/organizacijski_employeeship_meter_", + replace.characters(dejavniki[i]), + ".pdf}}" , + "\\end{figure}" + ), + form + ) +} + +##:::::::::::::::::::::::::::::: +## Informacije o organizaciji +##:::::::::::::::::::::::::::::: + +# Ime organizacije +organisation <- ifelse( + all(unique(data$skupina_ime) %in% neveljavno), + "", + unique(data$skupina_ime) +) +# Datum na prvi strani +date <- ifelse( + all(unique(data$itime) %in% neveljavno), + "", + unique(data$itime) +) +# Ce ni imena izpise samo Spostovani +customer <- + ifelse( + all(unique(data$ime) %in% neveljavno), + "Spo\u0161tovani!", + paste0("Spo\u0161tovani ", data$ime, "!") + ) + +##:::::::::::::::::::::: +## Generiranje PDF-ja +##:::::::::::::::::::::: + +# Opredelitev delov za koncni dokument +# Definiranje dokumenta +glava_tex <- + scan( + "modules/mod_EVOLI/latexkosi/glava-organizacijski_employeeship.tex", + character(0), + sep = "\n", + quiet = TRUE, + encoding = 'UTF-8' + ) +# Drugi del +drugi_del_tex <- + scan( + "modules/mod_EVOLI/latexkosi/drugi_del-organizacijski_employeeship.tex", + character(0), + sep = "\n", + quiet = TRUE, + encoding = 'UTF-8' + ) +# Zamenjava organizacije v glavi +glava_tex <- + gsub( + '!organisation!', + Hmisc::latexTranslate(organisation), + glava_tex, + fixed = TRUE + ) +# Datum +glava_tex <- + gsub( + '!date!', + Hmisc::latexTranslate(date), + glava_tex, + fixed = TRUE + ) +# Ime podjetja +glava_tex <- + gsub( + '!company name!', + Hmisc::latexTranslate(organisation), + glava_tex, + fixed = TRUE + ) +# Ime stranke +glava_tex <- + gsub( + '!name!', + Hmisc::latexTranslate(customer), + glava_tex, + fixed = TRUE + ) + +# Zdruzevanje posameznih delov +skupaj_tex <- c( + glava_tex, + skupen_graf_tex, + "\\vspace*{30px}", + "\\begin{center}", + Hmisc::latexTranslate(organisation), + "\\end{center}", + tabela_tex, + "\\chapter{Organizacijski Employeeship meter}", + grafi_oddelkov_tex, + "\\chapter{Organizacijski dejavniki Employeeshipa}", + "\\begin{center}", + "\\textbf{Timske ocene za vsakega od 14 organizacijskih dejavnikov Employeeshipa}", + "\\end{center}", + grafi_dejavnikov_tex, + drugi_del_tex, + "\\end{document}" +) +Rdirektorij <- getwd() # Get working diretory + +setwd(paste(Rdirektorij, "modules/mod_EVOLI/results", sep = "/")) # File folder +cat(unlist(skupaj_tex), + file = paste0("Org-Employeeship-Meter-slo.tex"), + sep = "\n") # Name of tex file +tools::texi2pdf( + file = paste0("Org-Employeeship-Meter-slo.tex"), + quiet = TRUE, + clean = TRUE +) # Pdf file +setwd(Rdirektorij) diff --git a/admin/survey/modules/mod_EVOLI/R/Evoli_quality_clime_ang.R b/admin/survey/modules/mod_EVOLI/R/Evoli_quality_clime_ang.R index ec4e3c4f2..19b24f15b 100644 --- a/admin/survey/modules/mod_EVOLI/R/Evoli_quality_clime_ang.R +++ b/admin/survey/modules/mod_EVOLI/R/Evoli_quality_clime_ang.R @@ -813,7 +813,7 @@ if (nrow(oddelek_length) > 0) { cairo_pdf( paste( 'modules/mod_EVOLI/results/slike/meter_', - oddelek, + gsub("\\.|\\_|\\-|\\&| ","",oddelek), '.pdf', sep = "" ), @@ -880,7 +880,7 @@ if (nrow(oddelek_length) > 0) { #"\\caption{ \\textbf{\\large{Oddelki_podatki}}}", paste0( "\\centerline{\\includegraphics[width=1\\textwidth]{slike/meter_", - oddelek, + gsub("\\.|\\_|\\-|\\&| ","",oddelek), ".pdf}}" ), "\\end{figure}" @@ -995,7 +995,7 @@ tex.izbor <- c( organisation , "\\end{center}", table.tex, - "\\chapter{\\Large Timska klima kakovosti}", + "\\chapter{\\Large Team Quality Climate}", Oddeleki.tmp, drugi_del_tex, "\\end{document}" diff --git a/admin/survey/modules/mod_EVOLI/R/Functions_QC/my_functions_KK.R b/admin/survey/modules/mod_EVOLI/R/Functions_QC/my_functions_KK.R index 9650cfd51..16f77727d 100644 --- a/admin/survey/modules/mod_EVOLI/R/Functions_QC/my_functions_KK.R +++ b/admin/survey/modules/mod_EVOLI/R/Functions_QC/my_functions_KK.R @@ -26,6 +26,8 @@ round2 = function(x) { replace.characters <- function(vector.to.tidy){ vector.to.tidy <- gsub("-", "", vector.to.tidy) vector.to.tidy <- gsub(" ", "", 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) diff --git a/admin/survey/modules/mod_EVOLI/R/my_functions.R b/admin/survey/modules/mod_EVOLI/R/my_functions.R new file mode 100644 index 000000000..a08d7747f --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/R/my_functions.R @@ -0,0 +1,81 @@ +########################################################################### +########################################################################### +### ### +### UPORABNE FUNKCIJE ### +### ### +########################################################################### +########################################################################### + +# Funkcija za prilagojeno zaokrozevanje stevil +round_custom = function(x) { + x <- round(x, 1) + x <- case_when( + x >= 4.9 ~ 5, + x >= 4.1 & x <= 4.8 ~ 4, + x >= 3.1 & x <= 4.0 ~ 3, + x >= 2.1 & x <= 3.0 ~ 2, + x >= 1.3 & x <= 2.0 ~ 1, + TRUE ~ NA_real_ + ) + return(x) +} + +# Priprava podatkov za graf +prep.dat <- function(df, variable) { + if(is.null(dim(df))) + df <- round_custom(mean(df[variable], na.rm = TRUE) / 4 * 5) + else + df <- round_custom(rowMeans(df[, variable], na.rm = TRUE) / 4 * 5) + df <- data.frame(prop.table(table(df)) * 100) + names(df)[1] <- "Ocena" + names(df)[2] <- "Percentage" + return(df) +} + +# Menjava znakov za imena PDF datotek grafov +replace.characters <- function(vector.to.tidy){ + vector.to.tidy <- gsub("-|\\.", "", 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) +} + +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) +} + +# Dodajanje oznak, ki bodo prikazane v grafu +labScore <- function(df, labelord) { + df$label <- case_when( + df$Ocena == 1 ~ "Nesprejemljivo", + df$Ocena == 2 ~ "Nezadostno", + df$Ocena == 3 ~ "Povpre\u010Dno", + df$Ocena == 4 ~ "Dobro", + df$Ocena == 5 ~ "Odli\u010Dno", + TRUE ~ NA_character_ + ) + + # Imena po katerih bomo razvrstili stolpce v grafih + df$name <- labelord + return(df) +} + +# Factor spremenljivke v stringe ter dodajanje imen oddelkov +factor_to_string <- function(df, ime_dejavnika, ime_oddelka){ + tmp <- df[df$name == ime_dejavnika, ] + i <- sapply(tmp, is.factor) + tmp[i] <- lapply(tmp[i], as.character) + tmp$name <- ime_oddelka + + return(tmp) +} diff --git a/admin/survey/modules/mod_EVOLI/R/my_functions_employeeship.R b/admin/survey/modules/mod_EVOLI/R/my_functions_employeeship.R new file mode 100644 index 000000000..d5143d93b --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/R/my_functions_employeeship.R @@ -0,0 +1,104 @@ + +#---------------- Load some useful functions ----------------# + +# Funkcija tevila z .5 zaokroi navzgor +# Sprejme decimalno tevilo, vrne celo tevilo +# (glej "Variable ankete Organisational Energy Meter 24072019 - FDV (1).xlsx") + +round2 = function(x) { + x <- round(x, 1) + + # Najprej rekodiramo rezultate kot eli 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 umnike 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 -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 tevilne 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$name <- labelord + + return(df) +} + + + +# Funkcija poimenuje stolpce v grafu za razvrstitev rezultatov +# Sprejme data frame in tevilne oznake, vrne opisne oznake + +las_labScore <- function(df) { + df$label <- ifelse(df$Frequency == 1, "Unacceptable", + ifelse(df$Frequency == 2, "Insufficient", + ifelse(df$Frequency == 3, "Average", + ifelse(df$Frequency == 4, "Good", + ifelse(df$Frequency == 5, + "Excellent", NA))))) + + return(df) +} + + +#---------------- Load some useful functions ----------------# \ No newline at end of file diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-organizacijski_employeeship.tex b/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-organizacijski_employeeship.tex new file mode 100644 index 000000000..3bebfd216 --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-organizacijski_employeeship.tex @@ -0,0 +1,215 @@ +% 1. STRAN PO GRAFIH +\chapter{Kako uporabiti to orodje} +\ \\ +\begin{center} +{\Large \textbf{Kako lahko organizacija uporabi orodje Organizacijski \\ +Employeeship meter}} +\begin{minipage}{0.8\linewidth} +\ \\ +\renewcommand\labelitemi{\small$\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$} +\begin{itemize} +\item Vsak zaposleni bi moral natančno proučiti poročilo \\ +“Organizacijski Employeeship meter”. Tako bo povečal svoje \\ +zavedanje o področjih, v katerih bi se z vidika zaposlenega \\ +morali razvijati sistemi in politike organizacije. \\ +\item Vsak zaposleni bi moral narediti predloge za izboljšanje \\ +obstoječih sistemov in politik. \\ +\item Ko so uvedeni novi sistemi in politike, bi moral vsak zaposleni \\ +brez odlašanja prispevati k njihovi implementaciji. To lahko \\ +naredi, na primer, preko dajanja povratnih informacij o tem, ali \\ +novi sistemi in politike delujejo, kot je bilo načrtovano. \\ +\end{itemize} +\end{minipage} +\end{center} + +\newpage + +% 2. STRAN PO GRAFIH +\chapter{Nadaljnji predlogi za kulturo Employeeshipa} +\begin{center} +\begin{minipage}{0.8\linewidth} +\ \\ +Za ustvarjanje, ohranjanje in razvijanje kulture Employeeshipa \\ +močno priporočamo, da uporabite dva druga merilca energije: + +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\addtolength{\itemindent}{2.2cm} +\item Osebni Employeeship meter +\item Timski Employeeship meter +\end{itemize} +\end{minipage} +\end{center} + +\ \\ \\ \\ \\ \\ + +\begin{center} +{\Large \textbf{Osebni Employeeship meter}} \\ +\begin{minipage}{0.8\linewidth} +\ \\ \\ +Orodje za določanje, ocenjevanje in razvijanje osebnih stališč in \\ +vedenja Employeeshipa. \\ +\hspace*{0.8\baselineskip} To orodje je najprej namenjeno kot pomoč, da lahko ocenite in \\ +razvijate sami sebe. Prav tako ga lahko uporabite, da ocenite in \\ +pomagate drugim. Ali pa ga uporabijo drugi, da ocenijo in pomagajo \\ +vam. +\\ \\ +\hspace*{0.8\baselineskip} Enajst dejavnikov tega orodja in povezanih trditev lahko uporabite \\ +pri: +\begin{itemize} +\item Zaposlitvenih intervjujih. +\item Letnih/ocenjevalnih razgovorih. +\item Pogajanjih o plači, napredovanju itd. +\end{itemize} +\ \\ +\hspace*{0.8\baselineskip} To orodje je lahko zelo učinkovito kot osnova za razgovore o \\ +napredovanju in delovanju med menedžerjem in člani tima. +\end{minipage} +\end{center} + +\newpage + +% 3. STRAN PO GRAFIH +\begin{center} +{\Large \textbf{Timski Employeeship meter}} +\begin{minipage}{0.8\linewidth} +\ \\ \\ +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. +\\ \\ +Orodje je preprost, hiter in praktičen pripomoček za vodje in \\ +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 \\ +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”. +\end{minipage} +\end{center} + +\newpage + +% 4. STRAN PO GRAFIH +\begin{center} +{\LARGE \textbf{Organizacijski Employeeship meter}} +\end{center} +\begin{minipage}[t]{0.54\textwidth} +\textit{Organizacijski Employeeship meter} je \\ +orodje, ki je zasnovano z namenom, da \\ +ocenjuje sisteme in politike, ki bodo \\ +ustvarili najboljše pogoje za kulturo \\ +Employeeshipa. \\ +\hspace*{0.8\baselineskip} Če želite izvedeti več o tem, kako lahko \\ +razvijate in ohranjate kulturo \\ +Employeeshipa, ki jo označujejo zavzetost, \\ +odgovornost, lojalnost, iniciativnost in \\ +pozitivna energija vseh, imate naslednje \\ +možnosti: +\\ \\ +\textbf{1. Stopite v stik s Claus M{\o}ller \\ +Consultingom} \\ +za podrobno ustno in pisno povratno \\ +informacijo ali coaching. +\\ \\ +\textbf{2. Preberite knjigo Employeeship,} \\ +ki ilustrira, kaj je potrebno, da bi bili dobri \\ +zaposleni in kako mobilizirate energijo \\ +vseh, da bi podjetje preživelo in raslo. \\ +\hspace*{0.8\baselineskip} Knjiga da navdih in metode za \\ +izkazovanje odgovornosti, lojalnosti in \\ +iniciativnosti vseh. \\ +\hspace*{0.8\baselineskip} Daje tudi natančne predloge za politike \\ +in sisteme, ki bi jih podjetje moralo \\ +uporabiti za to, da bi vsi delali po najboljših \\ +močeh. +\\ \\ +\textbf{3. Read Heart Work} \\ +(Knjiga o čustveni inteligentnosti), \\ +ki vam daje globlje razumevanje področja \\ +čustvene inteligentnosti v Employeeshipu. +\end{minipage} +% 4. STRAN PO GRAFIH drugi stolpec +\begin{minipage}[t]{0.54\textwidth} +Naučili se boste, zakaj je pomembna v \\ +zasebnem in službenem življenju in kako \\ +lahko razvijate čustveno inteligentnost pri \\ +posamezniku, v timih in v organizaciji. +\\ \\ +\textbf{4. Udeležite se seminarja o \\ +Employeeshipu} \\ +in se naučite več o Employeeshipu, kako ga \\ +razvijete pri sebi, v timu in v svoji \\ +organizaciji. +\\ \\ +\textbf{5. Uporabite Osebni Employeeship \\ +meter,} \\ +s katerim natančno ocenite in razvijte \\ +Employeeship stališča in vedenja v življenju \\ +vaših zaposlenih. +\\ \\ +\textbf{6. Uporabite Timski Employeeship \\ +meter} \\ +Orodje za analiziranje, ocenjevanje in \\ +razvoj kulture Employeeshipa v timu in \\ +celotni organizaciji, znotraj enajstih \\ +dejavnikov Employeeshipa. \\ +Orodje je preprosta in hitra prva pomoč \\ +za menedžment in zaposlene, da \\ +identificirajo področja, na katerih je \\ +potrebna sprememba ali bolj detajlna \\ +analiza kulture. +\\ \\ +\textbf{7. Uporabite Timski EQ meter} \\ +s katerim natančno ocenite in razvijate \\ +čustveno inteligentnost vašega tima in \\ +organizacije. +\end{minipage} +\ \\ +\begin{center} +Claus M{\o}ller Consulting pomaga organizacijam meriti, izboljševati in upravljati \\ +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 \\ +vsem svetu. Z njimi omogoča doseganje dolgoročnih rezultatov na osebni, timski in \\ +organizacijski ravni. +\end{center} + +\begin{center} +\includegraphics[width=5.5cm]{../latexkosi/logo/CMC.png} +\end{center} + +\begin{center} +Kontaktirajte nas za več informacij o svetovanju, seminarjih in orodjih. \\ +\underline{info@clausmoller.com} \small$\bullet$ \underline{http://www.clausmoller.com} +\end{center} \ No newline at end of file diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-quality_clime_ang.tex b/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-quality_clime_ang.tex index 328f9d1ee..df2c06b5e 100644 --- a/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-quality_clime_ang.tex +++ b/admin/survey/modules/mod_EVOLI/latexkosi/drugi_del-quality_clime_ang.tex @@ -61,9 +61,9 @@ customers. \begin{center} \begin{minipage}{0.8\linewidth} \textbf{10. Investments in personnel training and development} \\ -The employees are the company's most important resource. \\ -The company invests in training and development for all personnel. \\ -Managers engage in career planning with a focus on broadening the \\ +The employees are the company's most important resource. The \\ +company invests in training and development for all personnel.\\ +Managers engage in career planning with a focus on broadening the \\ base of experience, knowledge and skills, and thus the overall value \\ of the individual. \\ Individuals assume initiative and responsibility for their careers. @@ -117,7 +117,9 @@ role in contributing to society. \chapter{\Large \textbf{Quality Climate recommendations}} \begin{center} \begin{minipage}{0.8\linewidth} -To create, maintain and develop Quality Climate we strongly \\ +To create, maintain and develop the \textit{Quality Climate}, we strongly \\ +recommend carefully studying the 15 factors of the \textit{Quality Climate} \\ +and focusing on the 17 hallmarks of the quality company by using \\ recommend using the three other tools: \renewcommand\labelitemi{\small$\bullet$} @@ -145,19 +147,27 @@ demands and expectations of other people. \\ \ \\ This tool contains five steps: -\\ \\ +\\ +\renewcommand\labelitemi{\large$\bullet$} +\textbf{ +\begin{itemize} -\textbf{Step 1: Determine quality areas and factors \\ -Step 2: Determine a measuring method for each factor \\ -Step 3: Define the IP-level for each factor \\ -Step 4: Measure the AP-level for each factor \\ -Step 5: Make a quality development plan} +\item Determine quality areas and factors +\item Determine a measuring method for each factor +\item Define the ideal performance level for each factor +\item Measure the actual performance level for each factor +\item Make a quality development plan +\end{itemize} +} +\ \\ +The quality areas of the team are determined by order of priority \\ +with the appropriate quality factors, and the method of \\ +measurement is determined for each factor.\\ +Next, the main elements of quality development process are \\ +consistently developed. \\ \\ -In the first two steps, the quality areas of the team are determined \\ -by order of priority with the appropriate quality factors, and the \\ -method of measurement is determined for each factor. \\ -The last three steps make up the main elements of every quality \\ -development process. +The complete Star Quality tool is available by clicking \href{https://clausmoller.com/en/reachingforthestars}{\underline{this link}}. + \end{minipage} \end{center} @@ -166,34 +176,40 @@ development process. % 4. STRAN PO GRAFIH \begin{center} -{\Large \textbf{Team Energy Meter}} +{\Large \textbf{Team Employeeship Meter}} \begin{minipage}{0.8\linewidth} \ \\ \\ -A tool to analyse, evaluate and develop the Employeeship culture \\ -of a team and an entire organisation. -\\ \\ - -The "Team Energy Meter" can be used to evaluate the "state of \\ -health" of a team and an entire organisation by determining its \\ -Employeeship culture. -\\ \\ - -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 \\ +The \textit{Team Employeeship Meter} is a tool to analyse, evaluate, and \\ +develop the \textit{Employeeship} culture of a team and an entire \\ +organisation. \\ + \hspace*{0.8\baselineskip} It can be used to evaluate and determine the \textit{Employeeship} \\ +culture of a team and an entire organisation. \\ + \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. + \\ \\ -When all employees are deeply committed to the survival and \\ -development of the organisation - and therefore demonstrate \\ -Employeeship - both the teams and the organisation can be said to \\ -have an Employeeship culture. +When all employees are actively involved in the company's quest for \\ +excellence, the company has a special culture called \textit{\href{https://clausmoller.com/en/product/employeeship/}{\underline{\textcolor{lightblue}{\textbf{Employeeship}}}}}. +\\ +It is characterised by everyone's commitment, responsibility, loyalty, \\ +initiative, and positive energy. + +\\ \\ + +\textit{Employeeship} is a unique Claus M{\o}ller concept about \textbf{management} \\ +\textbf{for everyone}. It illustrates what it takes to be a good employee and \\ +how all employees can be inspired to bring out their best and thus \\ +contribute to the survival, growth, and long-term success of the \\ +organisation. \\ \\ The Team Energy Meter describes 11 factors which can form part \\ of evaluating whether the attitude and behaviour of an employee \\ demonstrate Employeeship. These 11 factors also form part of the \\ -tool "Personal Energy Meter". +tool "Personal Employeeship Meter". \end{minipage} \end{center} @@ -202,13 +218,13 @@ tool "Personal Energy Meter". % 5. STRAN PO GRAFIH \begin{center} -{\Large \textbf{Organisational Energy Meter}} +{\Large \textbf{Organisational Employeeship Meter}} \begin{minipage}{0.8\linewidth} \ \\ \\ This is a tool to measure to which degree the organisation's \\ culture, systems and policies encourage the employees to display \\ -Employeeship. +\textit{Employeeship}. \\ \\ The Employeeship attitude and behaviour of the employees are \\ influenced by many different circumstances in the organisation like \\ @@ -216,7 +232,7 @@ influenced by many different circumstances in the organisation like \\ organisation to display Employeeship and therefore create an \\ Employeeship culture, it is of vital importance for managers and \\ their staff to make an effort in both the \textbf{hard} and the \textbf{soft} areas. \\ -It is also necessary for the organisation to have policies and \\ + \hspace*{0.8\baselineskip} It is also necessary for the organisation to have policies and \\ systems which contain \textbf{both} hard \textbf{and} soft elements. \end{minipage} @@ -296,80 +312,30 @@ and team spirit? \newpage -% 6. STRAN PO GRAFIH -\begin{center} -{\Large \textbf{How the individual can use the tool}} -\begin{minipage}{0.8\linewidth} - -\ \\ \ -\renewcommand\labelitemi{\small$\bullet$} -\begin{itemize} -\item Every employee should carefully study the "Quality Climate" \\ -report. This will increase awareness of the areas in which the \\ -quality culture needs to be developed from the team's point of \\ -view. -\item By comparing his/her team response with the total company \\ -result, the employee can get an idea of how well his/her \\ -evaluation agrees with his/her colleagues' evaluation. -\item With this new awareness, everyone will be better equipped to \\ -contribute to developing the team quality. -\end{itemize} -\ \\ \\ \\ -\end{minipage} -\end{center} - -\begin{center} -{\Large \textbf{How the organisation can use the tool}} \\ -\begin{minipage}{0.8\linewidth} -\ \\ \ -\renewcommand\labelitemi{\small$\bullet$} -\begin{itemize} -\item The "Quality Climate" tool should be used by all teams in the \\ -organisation. Results from the different teams should be \\ -compared to achieve improvements throughout the \\ -organisation. -\item Senior management can use the "Quality Climate" tool to \\ -identify those teams, which need additional help, or those \\ -teams from which the whole organisation can learn something. -\item It is possible to get an idea of the strong and weak points of \\ -the entire organisation by looking at those factors for which all \\ -teams get 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 factors, this can be \\ -an indication of the special nature of that particular team. -\item The "Quality Climate" test should be used by all teams at least \\ -once a year and also when structural changes occur in the \\ -market and within the organisation; it will function as a \\ -benchmarking tool to determine any changes and successes. -\end{itemize} -\end{minipage} -\end{center} - -\newpage - % 7. STRAN PO GRAFIH \begin{center} -{\LARGE \textbf{Quality Climate test}} +{\LARGE \textbf{Next steps \dots}} \end{center} \begin{minipage}[t]{0.54\textwidth} \ \\ The \textit{Quality Climate test} is a tool designed \\ -to assess, evaluate and develop the quality \\ +to assess, evaluate, and develop the quality \\ culture in your team and your \\ organisation. \\ \hspace*{0.8\baselineskip} The results of your Quality Climate \\ will inspire you to learn more about and \\ develop your quality culture. \\ \\ -Claus M{\o}ller has developed methods and \\ -tools to help individuals, teams and \\ -organisations develop in areas where the \\ -quality climate tool has revealed room for \\ -improvement: Productivity, Relations, \\ -Quality, Commitment, Personal \\ +Claus M{\o}ller Consulting has developed \\ +methods and tools to help individuals, \\ +teams and organisations develop in areas \\ + where the quality climate tool has revealed \\ + room for improvement: Productivity, \\ + Relations, Quality, Commitment, Personal \\ Development, Recognition and Rewards, \\ -Implementation, etc. \\ +Implementation , and other areas of the \\ +General Business Excellence. \\ \hspace*{0.8\baselineskip} If you want to know more about your \\ quality culture, and how to develop areas \\ where the quality climate tool has revealed \\ @@ -377,63 +343,65 @@ room for improvement you have the \\ following options: \\ \\ -\textbf{1. Contact Claus M{\o}ller Consulting} \\ -to get more detailed verbal or written\\ -feedback - or coaching. +\textbf{1. \textit{\href{https://clausmoller.com/en/contact-us/}{ \underline {Contact Claus M{\o}ller Consulting}}}} \\ +to get more detailed verbal or written \\ +feedback -- or coaching and consultancy. \\ \\ -\textbf{2. Read the Personal Quality book} \\ -to get an introduction to the concept of \\ -\textit{Personal Quality}, which is focused on the \\ -human side of quality and is the basis for \\ -all other kinds of quality: team, product, \\ -service and company quality. +\textbf{2. \textit{\href{}{ \underline {Participate in Personal Quality and } \\ \underline {Reaching for the Stars seminars } }}} \\ +to learn more about the quality process \\ +and how you, your team, and your \\ +organisation can develop quality. \end{minipage} % 7. STRAN PO GRAFIH drugi stolpec \begin{minipage}[t]{0.54\textwidth} \ \\ \ -\textbf{3. Read Heart Work} \\ -(A book on emotional intelligence) \\ -to get an in-depth understanding of \\ -Emotional Intelligence part of quality. \\ -Learn why it is important both in your \\ -private life and at work and how Emotional \\ -Intelligence can be developed for \\ -individuals, teams and organisations. +\textbf{3. \textit{\href{https://clausmoller.com/en/product/personal-quality/}{ \underline {Read the Personal Quality book}}}} \\ +to get an introduction to the concept of \\ +\textit{Personal Quality}, which is focused on the \\ +\textbf{human side of quality} and is the basis \\ +for all other kinds of quality: team, \\ +product, service, and company quality. \\ \\ -\textbf{4. Participate in Personal Quality and \\ Reaching for the stars seminars} \\ -to learn more about the quality process \\ -and how you, your team and your \\ -organisation can develop quality. +\textbf{4. \textit{\href{https://clausmoller.com/en/product/heart-work/}{ \underline {Read Heart Work book}}}} \\ +(A book on emotional intelligence) \\ +to get an in-depth understanding of \\ +Emotional Intelligence and the role it plays \\ +in quality. Learn why it is important, both \\ +in your private life and at work, and how \\ +Emotional Intelligence can be developed \\ +for individuals, teams, and organisations. \\ \\ -\textbf{5. Use the Team Energy Meter} \\ +\textbf{5. \textit{\href{https://clausmoller.com/en/tests/}{ \underline {Use the Team EQ Meter}}}} \\ +to accurately assess and develop the \\ +Emotional Intelligence of your team \\ +and your organisation. +\\ \\ + +\textbf{6. \textit{\href{https://clausmoller.com/en/tests/}{ \underline {Use the Team Employeeship Meter}}}} \\ to accurately assess and develop the \\ Employeeship attitudes and behaviour in \\ your team and your organisation. \\ \\ - -\textbf{6. Use the Organisational Energy \\ Meter} \\ +\textbf{7. \textit{\href{https://clausmoller.com/en/tests/}{ \underline {Use the Organisational } \\ \underline{Employeeship Meter}}}} \\ to help your organisation identify its \\ -strengths and weaknesses within the 14 \\ -areas of organisational systems and \\ -policies. +strengths and weaknesses within 14 areas \\ +of organisational systems and policies. \\ \\ - -\textbf{7. Use the Team EQ Meter} \\ -to accurately assess and develop the \\ -Emotional Intelligence of your team and \\ -your organisation. \end{minipage} \ \\ \\ \begin{center} -{\small 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 the personal, team and organisational level. \\ -Claus M{\o}ller Consulting helps organisations to measure, improve and manage \\ -productivity, relationships, quality and leadership.} +{\small Claus M{\o}ller Consulting offers leadership education, tailored seminars, executive coaching, \\ +and online diagnostic tools to companies and organisations worldwide to enable them \\ +to achieve long-lasting results at the personal, team and organisational levels. } +\end{center} +\\ \\ +\begin{center} +{\small Claus M{\o}ller Consulting helps organisations to measure, improve and manage \\ +productivity, relationships, quality, and leadership}. \end{center} \begin{center} @@ -442,5 +410,5 @@ productivity, relationships, quality and leadership.} \begin{center} Contact us for more information about consultancy, seminars and tools. \\ -\underline{info@clausmoller.com} \small$\bullet$ \underline{http://www.clausmoller.com} +\href{info@clausmoller.com}{ \underline {info@clausmoller.com}} \small$\bullet$ \href{http://www.clausmoller.com}{ \underline {http://www.clausmoller.com}} \end{center} diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/employeeship_text.tex b/admin/survey/modules/mod_EVOLI/latexkosi/employeeship_text.tex new file mode 100644 index 000000000..3e5e1a1c3 --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/latexkosi/employeeship_text.tex @@ -0,0 +1,203 @@ +% 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 + +\begin{center} + +\begin{minipage}{0.65\linewidth} +\chapter{\Large \textbf{Further Employeeship culture recommendations}} + +\begin{flushleft} +In order to create, maintain and develop an Employeeship culture we strongly recommend to also use the two other employeeship meters: +\end{flushleft} + +\noindent\hspace{0.2\linewidth}\begin{minipage}{0.7\linewidth} +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} +\item Personal Employeeship Meter +\item Team Employeeship Meter +\end{itemize} +\end{minipage} + + +\vspace*{7\baselineskip} +\begin{center} +{\Large \textbf{Personal Employeeship Meter}} +\end{center} + +\begin{flushleft} +A tool to determine, evaluate and develop a person's Employeeship attitude and behaviour. \\ + +\hspace*{0.8\baselineskip}This tool is primarily intended as an aid for you to evaluate and develop yourself. However, you may also use the tool to evaluate and help others. Or it can be used by others to evaluate and help you. \\ + +\bigskip +\hspace*{0.8\baselineskip}The tool's 11 factors and their associated statements can be used for: + +\bigskip +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} +\item Employment interviews +\item Appraisal interviews +\item Negotiations concerning salary, promotion, etc. +\end{itemize} + +\bigskip +\hspace*{0.8\baselineskip}This tool can also be very effective as the basis of appraisal interviews between team managers and team members. +\end{flushleft} +\end{minipage} +\end{center} + +\newpage + +\begin{center} +\begin{center} +{\Large \textbf{Team Employeeship Meter}} +\end{center} + +\bigskip + +\begin{minipage}{0.7\linewidth} +\begin{flushleft} + +A tool to analyse, evaluate and develop the Employeeship culture of a team and an entire organisation. \\ + +\bigskip +The "Team Employeeship Meter" can be used to evaluate the "state of health" of a team and an entire organisation by determining its Employeeship culture. \\ + +\bigskip +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 +When all employees are deeply committed to the survival and development of the organisation -- and therefore demonstrate Employeeship -- both the teams and the organisation can be said to have an Employeeship culture. \\ + +\bigskip +The Team Employeeship Meter describes 11 factors which can form part of an evaluation whether the attitude and behaviour of an employee demonstrates Employeeship. These 11 factors also form part of the tool "Personal Employeeship Meter". + +\end{flushleft} +\end{minipage} +\end{center} + +\newpage + +\begin{center} +{\large \textbf{Organisational Employeeship Meter}} +\end{center} + +%\vspace*{-2\baselineskip} + +\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} +The \textit{Organisational Employeeship Meter} is a tool designed to assess systems and policies which will create the best conditions for an Employeeship culture. \\ + +\bigskip +If you want to learn more about how you can develop and maintain an Employeeship culture, characterised by everyone's commitment, responsibility, loyalty, initiative and positive energy you have the following options: \\ + +\bigskip +\textbf{1. Contact Claus M{\o}ller Consulting} \\ + +to get more detailed verbal or written feedback -- or coaching. \\ + +\bigskip +\textbf{2. 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. Read Heart Work} \\ + +(A Book on emotional intelligence) \\ + +to get an in--depth understanding of Emotional Intelligence part of + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} +Employeeship. Learn why it is important both in your private life and at work and how Emotional Intelligence can be developed for individuals, teams and organisations. \\ + +\bigskip +\textbf{4. Participate in Employeeship seminars} \\ + +to learn more about Employeeship and how it can be developed for you, your team and your organisation. \\ + +\bigskip +\textbf{5. Use the Personal Employeeship Meter} \\ + +to accurately assess and develop the Employeeship attitudes and behaviour in your employees' personal life. \\ + +\bigskip +\textbf{6. Use the Team Employeeship 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{7. Use the Team EQ Meter} \\ + +to accurately assess and develop the Emotional Intelligence of your team and your organisation. + +\end{flushleft} +\end{minipage} + +\bigskip +\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. \\ +\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. +\end{center} +\end{minipage} +\end{center} + + + +\begin{center} +\includegraphics[width=5.5cm]{../latexkosi/logo/CMC.png} +\end{center} + +\vspace*{-1.7\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} +\end{center} diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/foot.tex b/admin/survey/modules/mod_EVOLI/latexkosi/foot.tex new file mode 100644 index 000000000..815ab681a --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/latexkosi/foot.tex @@ -0,0 +1 @@ +\end{document} \ No newline at end of file diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/glava-evoli_klima_slo.tex b/admin/survey/modules/mod_EVOLI/latexkosi/glava-evoli_klima_slo.tex index 1f697384f..f875aad2a 100644 --- a/admin/survey/modules/mod_EVOLI/latexkosi/glava-evoli_klima_slo.tex +++ b/admin/survey/modules/mod_EVOLI/latexkosi/glava-evoli_klima_slo.tex @@ -152,7 +152,7 @@ \renewcommand{\headrulewidth}{0.4pt} \renewcommand{\footrulewidth}{0.4pt} \fancyhead[L]{Energy Meter - !organisation!} -\fancyhead[R]{\color{red} © Claus M{\o}ller Consulting} +\fancyhead[R]{\color{red} {\textcopyright} Claus M{\o}ller Consulting} \headsep 20pt \fancypagestyle{plain}{ \renewcommand{\headrulewidth}{0.5pt} @@ -165,7 +165,7 @@ { \renewcommand{\headrulewidth}{0pt} \renewcommand{\footrulewidth}{0pt} - \fancyfoot[C]{© 2020- Claus M{\o}ller Consulting. All rights are reserved.} + \fancyfoot[C]{{\textcopyright} 2020- Claus M{\o}ller Consulting. All rights are reserved.} } % Manipulacija kazala (sprememba fonta) %\usepackage{xpatch} @@ -196,7 +196,7 @@ \renewcommand{\headrulewidth}{0pt} \renewcommand{\footrulewidth}{0pt} -\fancyhead[L] {\color{red} Klima kakovosti - !organisation!} +\fancyhead[L] {\color{red} Klima kakovosti- !organisation!} \fancyfoot[c]{\small{\thepage}} \headsep 20pt \fancypagestyle{plain}{ diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/glava-organizacijski_employeeship.tex b/admin/survey/modules/mod_EVOLI/latexkosi/glava-organizacijski_employeeship.tex new file mode 100644 index 000000000..a5c721038 --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/latexkosi/glava-organizacijski_employeeship.tex @@ -0,0 +1,936 @@ +% Opredelitev dokumenta +\documentclass[11pt, a4paper]{report} +\usepackage[cm]{fullpage} +\setlength{\headheight}{12pt} + +% Opredelitev pisave +\usepackage[default,scale=0.95]{opensans} +\usepackage{arev} +\usepackage[T1]{fontenc} +\usepackage[cp1250]{inputenc} + +% Sumniki +\catcode `č=13 +\def č{\v c} +\catcode `š=13 +\def š{\v s} +\catcode `ž=13 +\def ž{\v z} +\catcode `Č=13 +\def Č{\v C} +\catcode `Š=13 +\def Š{\v S} +\catcode `Ž=13 +\def Ž{\v Z} + +% Za sezname +\usepackage{enumitem} +\usepackage{changepage} +% Brez deljenja besed +\usepackage[none]{hyphenat} +% Barve ozadja +\usepackage[table,xcdraw]{xcolor} + +% Za slike in grafiko +\usepackage{float} +\usepackage{graphicx} + +% Urejanje poglavij +\usepackage{titlesec} +\titleformat{\chapter}[block] +{\centering\bfseries} % Sredinska poravnava in krepko +{} +{0pt} +{\LARGE} % Velika pisava +\titlespacing*{\chapter}{0pt}{-13pt}{10pt} % Odmik +\renewcommand{\thechapter}{} % Brez stevilk v kazalu + +% Klik na poglavja v kazalu +\usepackage{hyperref} +\hypersetup{ + colorlinks=true, + linkcolor=black, + urlcolor=black, + pdfstartview={XYZ null null 1}, + pdftitle={naslov!} +} + +% Urejanje kazala +\usepackage{etoolbox} +\makeatletter +\renewcommand{\contentsname}{Vsebina} +% Dodajanje pik +\patchcmd{\l@chapter} +{\hfil} +{\leaders\hbox{\normalfont$\m@th\mkern \@dotsep mu\hbox{.}\mkern \@dotsep mu$}\hfill} +{}{} +% Odstranitev krepke pisave pri naslovih poglavji +\patchcmd{\l@chapter} +{\bfseries}{}{}{} +\makeatother + +% Pod slikami ne zelimo oznake "Figure" +\usepackage{caption} +\captionsetup[figure]{labelformat=empty} + +% Pri novem odstavku ni indenta +\setlength{\parindent}{0cm} + +% Za urejanje prve strani +\usepackage[margin=1in]{geometry} +\setlist{nolistsep} + +% Urejanje glave in noge dokumenta +\usepackage{fancyhdr} +\pagestyle{fancyplain} +\renewcommand{\chaptermark}[1]{\markboth{#1}{}} +\fancyhf{} +\renewcommand{\headrulewidth}{0.4pt} +\renewcommand{\footrulewidth}{0.4pt} +\fancyhead[L]{Organisational Employeeship Meter - !organisation!} +\fancyhead[R]{\color{red} {\textcopyright} Claus M{\o}ller Consulting} +\headsep 20pt +\fancypagestyle{plain}{ + \renewcommand{\headrulewidth}{0.5pt} + \renewcommand{\footrulewidth}{0.5pt} + + +} +% Footer on title page +\fancypagestyle{firststyle} +{ +\renewcommand{\headrulewidth}{0pt} +\renewcommand{\footrulewidth}{0pt} + \fancyfoot[C]{{\textcopyright} 2020- Claus M{\o}ller Consulting. All rights are reserved.} +} + +% Simbol svincnika +\usepackage{pifont} + +% STRAN 1 +\begin{document} +\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] +% Odmik od roba +\hspace*{-5.3\baselineskip} \includegraphics[width=20cm]{../latexkosi/logo/logo_middle.png}~\\[3cm] +\end{center} +\thispagestyle{firststyle} +% Organizacija +\hspace*{-2.5\baselineskip} \noindent\underline{\makebox[7in][l]{Organizacija: !organisation!}} ~\\[0.5cm] +% Datum +\hspace*{-2.5\baselineskip} \noindent\underline{\makebox[4in][l]{Datum: !date!} \makebox[3in][l] {Svetovalec:}} ~\\[0.5cm] +\end{titlepage} + +\newpage + +% Sprememba v glavi in nogi dokumenta +\renewcommand{\headrulewidth}{0pt} +\renewcommand{\footrulewidth}{0pt} +\fancyhead[L]{\color{red} \textit{Organizacijski Employeeship meter - !organisation!}} +\fancyfoot[c]{\small{\thepage}} +\headsep 6pt + +% Zagotovi da smo na lihi strani +\cleardoublepage + +% STRAN 2 +% Odmik od levega roba, brez dodatnega odmika prve vrstice +\noindent\hspace{0.08\linewidth} +\begin{minipage}{0.8\linewidth} +\ \\ \\ +!name! +\\ \\ +\mbox{Pred vami so rezultati testa \textit{Organizacijski Employeeship meter}, ki ste ga} \\ +pravkar dokončali. +\\ \\ +\textit{Organizacijski Employeeship meter} meri, s kakšno stopnjo kultura, \\ +sistemi in politike organizacije spodbujajo zaposlene za izkazovanje \\ +vedenja Employeeshipa. +\\ \\ +Na naslednjih dveh straneh boste dobili uvod v področje \\ +Employeeshipa. Priporočamo tudi, da preberete knjigo Clausa M{\o}llerja \\ +z naslovom 'Employeeship', ki daje natančne predloge za razvijanje in \\ +ohranjanje kulture Employeeshipa. +\end{minipage} + +\ \\ \\ \\ \\ +% Kazalo na isti strani +\begingroup +\let\clearpage\endgroup +% Kazalo +\tableofcontents +\addtocontents{toc}{\vspace{0.7cm}} + +% STRAN 3 +\chapter{O Employeeshipu} +\begin{minipage}[t]{0.54\textwidth} +\ \\ +{\large \textbf{Kaj je Employeeship?}} \\ +Employeeship ali zaposlenstvo so lastnosti, \\ +ki jih potrebuje dober zaposleni. Enako kot \\ +voditeljstvo opisuje, kaj so lastnosti \\ +dobrega vodje. \\ +\hspace*{0.8\baselineskip} Kadar se nekdo z vsem srcem trudi za \\ +doseganje cilja, z namenom, da zagotovi \\ +uspešnost organizacije, nastane posebna \\ +vrsta osebne predanosti. To predanost \\ +imenujemo \textit{Employeeship}. \\ +\hspace*{0.8\baselineskip} Kadar so vsi zaposleni globoko predani \\ +preživetju ter razvoju organizacije in torej \\ +izkazujejo Employeeship, lahko rečemo, da \\ +ima organizacija \textit{kulturo Employeeshipa}. +\\ \\ +Med številnimi elementi, ki označujejo \\ +dobre zaposlene, so naslednji trije \\ +osnovni: +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\item odgovornost, +\item lojalnost, +\item iniciativnost. +\end{itemize} +\ \\ +Ti trije glavni koncepti odsevajo stališča in \\ +vedenja ljudi, ki so »dobri zaposleni«. +\\ \\ +Ljudje izkazujejo Employeeship, kadar: +\begin{itemize} +\item[--] »igrajo« za zmago sebe in celega \\ +tima, +\item[--] prevzemajo odgovornost za \\ +rezultate organizacije, +\item[--] so lojalni ljudem in ciljem \\ +organizacije, +\item[--] prevzemajo iniciativnost za \\ +izboljševanje produktivnosti, \\ +odnosov in kakovosti. +\end{itemize} +\end{minipage} +% STRAN 3 drugi stolpec +\begin{minipage}[t]{0.6\textwidth} +\ \\ +{\large \textbf{Organizacijski Employeeship \\ meter}} \\ +To orodje organizacijam lahko pomaga \\ +razvijati in ohranjati sisteme ter politike, ki \\ +bodo ustvarili najboljše pogoje za kulturo \\ +Employeeshipa. Orodje je bilo zasnovano \\ +okrog 14 področij, ki so vitalnega pomena \\ +za kulturo Employeeshipa: +\begin{enumerate} +\item Izjava o poslanstvu +\item Vizija +\item Organizacija +\item Kultura “mi“ +\item Sistem vodenja +\item Stil vodenja +\item Kadrovske politike +\item Zaposlitvena pogodba +\item Nagrade in priznanja +\item Napredovanje +\item Notranja komunikacija +\item Informacijski sistem +\item Politika kakovosti +\item Učeča se organizacija +\end{enumerate} +\end{minipage} + +\newpage + +% STRAN 4 +\begin{minipage}[t]{0.54\textwidth} +{\large \textbf{Prednosti Employeeshipa za vas \\ osebno}} \\ +Employeeship je danes nujen za \\ +organizacijo, da lahko preživi in se razvija. \\ +Vsakdo mora biti pri tem udeležen in mora \\ +prevzeti odgovornost. \\ +\hspace*{0.8\baselineskip} To je idealna situacija tako za \\ +organizacijo kot za zaposlenega. Če \\ +izkazujete Employeeship, imate koristi vi, \\ +vaš tim in vaša organizacija. Vendar ste vi \\ +tisti, ki zaradi Employeeship delovanja \\ +prejme največje koristi. +\\ \\ +Koristi, ki jih prejmete: +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\item Več odgovornosti in svobode \\ +delovanja. +\item Boljše priložnosti za napredovanje. +\item Večja varnost zaposlitve. +\item Boljše zaposlitvene priložnosti. +\item Boljši odnosi z drugimi. +\item Večje samospoštovanje. +\item Bogatejše in bolj smiselno življenje. +\end{itemize} +\ \\ +Vsak zaposleni se mora vedno truditi za \\ +razvijanje in ohranjanje odnosa in vedenja \\ +Employeeshipa. +\end{minipage} + +% STRAN 4 drugi stolpec +\begin{minipage}[t]{0.5\textwidth} +{\large \textbf{Prednosti Employeeshipa za \\ organizacijo}} \\ +Če organizacija želi preživeti in se razvijati, \\ +morajo biti vsi zaposleni globoko predani. \\ +Ni dovolj, da so predani in enotni samo \\ +lastniki in menedžerji. +\\ \\ +Srce in razum vseh zaposlenih morata biti \\ +vključena. Energijo morajo uporabiti za \\ +reševanje problemov in ne le na kazanje \\ +na probleme ali iskanje krivcev. \\ +Organizacija si ne more privoščiti spopadov \\ +in konflikta interesov med oddelki. \\ +Enostavno obstaja\textbf{ potreba po \\ +Employeeshipu.} +\\ \\ +Z ustvarjanjem in ohranjanjem kulture \\ +Employeeshipa organizacija doseže \\ +naslednje konkurenčne prednosti: +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\item Večja produktivnost. +\item Boljši notranji in zunanji odnosi. +\item Boljša kakovost. +\item Več pozitivne energije. +\item Boljše timsko sodelovanje. +\item Izboljšana prilagodljivost in večja \\ +fleksibilnost. +\item Deljena vizija in uravnanost ciljev. +\item Boljša uporaba vsega znanja in \\ +spretnosti. +\end{itemize} +\end{minipage} + +% STRAN 5 +\begin{center} +\chapter{Organizacijski Employeeship meter} +\begin{minipage}{0.8\linewidth} +\ \\ +To orodje meri, s kakšno stopnjo organizacijske kulture sistemi in \\ +politike podjetja zaposlene spodbujajo za izkazovanje Employeeshipa. +\\ +\begin{center} +{\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”. \\ +\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. \\ +\hspace*{0.8\baselineskip} Za organizacijo je tudi nujno, da ima politike in sisteme, ki vsebujejo \\ +tako trde kot tudi mehke elemente. +\end{minipage} +\end{center} +\ \\ \\ + +\begin{minipage}[t]{0.54\textwidth} +{\large \textbf{Trda področja}} \\ +Trda področja sestavljajo konkretne in \\ +tehnične vidike življenja v organizaciji: \\ +sistemi, metode, tehnologija, cilji, finance, \\ +organizacija, pravila, postopki, hierarhija, \\ +okolje itd. +\\ \\ +Trda področja so racionalni in logični vidiki \\ +organizacije. So lažji za razlaganje in \\ +opisovanje. \\ +\hspace*{0.8\baselineskip} Na trdih področjih so skoraj vedno \\ +vprašanja: kaj, kdo, kdaj in kako: + +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\item Kaj je treba narediti? +\item Kdo bo to naredil? +\item Kdaj mora biti narejeno? +\item Kako bi moralo biti narejeno? +\end{itemize} +\ \\ +Veliko organizacij v glavnem upravlja na \\ +osnovi predpostavk in pravil, ki se \\ +nanašajo na trdi svet. To se kaže v \\ +podjetju v obliki trdih-tehničnih: +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\item Kadrovskih politik. +\item Pogodb o zaposlitvi. +\item Sistemih nagrajevanja. +\item Informacijskih sistemih. +\end{itemize} +\end{minipage} + +% STRAN 5 drugi stolpec +\begin{minipage}[t]{0.54\textwidth} +{\large \textbf{Mehka področja}} \\ +Mehka področja sestavljajo čustvene \\ +vidike življenja v organizaciji: tip in stil \\ +komuniciranja, delovno okolje, stil \\ +vodenja, stališča do ljudi, etika, tradicija, \\ +timski duh, občutek pripadnosti, varnost, \\ +izzivi itd. +\\ \\ + +Mehka področja so povezana s t. i. \\ +organizacijsko kulturo. Mehka področja je \\ +včasih težko opredeliti in opisati. \\ +\hspace*{0.8\baselineskip} Mehka področja so v glavnem \\ +vprašanja odnosov: +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize} +\item Kako navdihovati in motivirati drug \\ +drugega? +\item Kako komunicirati na način, da drug \\ +drugega razumemo? +\item Kako ustvariti vizijo in razvijati \\ +kreativnost? +\item Kako ravnati s konflikti in kritičnimi \\ +situacijami? +\item Kako doseči entuziazem, \\ +zadovoljstvo pri delu, ponos, \\ +tolerantnost in prilagodljivost? +\item Kako ustvariti občutek pripadnost in \\ +timski duh? +\end{itemize} +\end{minipage} + +\begin{center} +\begin{minipage}{0.9\linewidth} +Na naslednjih straneh boste našli naštete 14 področij, skupaj s kratkimi \\ +opisi standardov, ki so potrebni za navdihovanje zaposlenih, da na delo \\ +prinašajo srce. +\end{minipage} +\end{center} + +% STRAN 6 +\chapter{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 \\ +dolgoročni razlog za obstoj. +\item Izjava o poslanstvu je znana in \\ +smiselna za vse. +\item Osredotočamo se in izrabljamo vire \\ +zgolj na področjih, ki naravno ustrezajo \\ +naši izjavi o poslanstvu. +\end{itemize} +\ \\ +{\large \textbf{2. Vizija}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organizacija ima vizijo: glavni, \\ +pomemben in ambiciozen cilj, jasno \\ +opisan kot želeno stanje, ki ga je treba \\ +doseči v določenem času. +\item Vizija nam je vsem posredovana na \\ +način, da jo vsi poznamo in razumemo. +\item Vizija je dovolj ambiciozna in \\ +pomembna, da nas vse navdihuje za \\ +njeno uresničevanje. +\item Vizija preveva organizacijo, sprošča \\ +energijo in ustvarja borbenega duha. +\end{itemize} +\ \\ +{\large \textbf{3. Organizacija}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organizacija ima organizacijsko shemo, \\ +ki je nedvoumna in kaže, kdo je \\ +odgovoren za kaj in kdo poroča komu. +\item Vse funkcije, delovne enote, timi in \\ +oddelki imajo jasne cilje in ključna \\ +področja (glavne kategorije nalog, na \\ +katere se moramo osredotočiti, da bi \\ +dosegli rezultate). +\item Imamo relativno plosko organizacijo z \\ +nekaj ravnmi v hierarhiji. +\item Čeprav so opisi vlog in odgovornosti \\ +zelo jasni, smo zelo prilagodljivi. \\ +Projektne skupine in time sestavljamo \\ +iz vseh ravni in delovnih enot v \\ +organizaciji. +\end{itemize} +\ \\ +Preberite več o \textbf{organizacijski shemi in \\ +ključnih področjih dela} v publikaciji \\ +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 Drug drugega obravnavamo z \\ +medsebojnim spoštovanjem in +\end{itemize} +\end{minipage}} +% STRAN 6 drugi stolpec +\smash{\begin{minipage}[t]{0.5\textwidth} +\begin{adjustwidth}{1.25em}{0pt} +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 \\ +menedžment, uprava in \\ +poslovalnice/enote, tehniki in \\ +prodajalci, zaposleni in pogodbeni \\ +delavci. +\item Skupine in posameznike ocenjujemo in \\ +nagrajujemo na osnovi njihovih \\ +rezultatov in prispevka k skupnim \\ +rezultatom celotne organizacije. +\item Timi v organizaciji niso postavljeni v \\ +tekmovalne situacije, v kateri en tim \\ +zmaga na račun drugega. Time \\ +spodbujamo, da koordinirajo resurse z \\ +namenom doseganja najboljših skupnih \\ +rezultatov za podjetje. +\end{itemize} +\ \\ +Več o \textbf{”Mi” kulturi} preberite več v knjigi \\ +Employeeship na straneh 140–145. +\\ \\ +{\large \textbf{5. Sistem vodenja}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Vse funkcije, oddelki, vodje in zaposleni \\ +v organizaciji imajo jasne in \\ +koordinirane cilje in ključna področja \\ +odgovornosti. +\item Odgovornosti za funkcije in naloge \\ +delegirajo na ustrezno raven \\ +organizacije. +\item V organizaciji je delegiranje proces, ki \\ +pomeni odgovornost tako za osebo, ki \\ +delegira, kot za osebo, ki ji je naloga \\ +delegirana. +\item Odločitve so narejene hitro s strani \\ +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 \\ +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 \\ +delegiranju). O ciljih in ključnih področjih \\ +preberite v publikaciji Clausa M{\o}llerja \\ +“Time Manager – The key to personal \\ +effectiveness”. +\end{minipage}} +\newpage +% STRAN 7 +\smash{\begin{minipage}[t]{0.54\textwidth} +{\large \textbf{6. Stil vodenja}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item V organizaciji ne spodbujamo \\ +avtoritativnega stila vodenja, ki ga \\ +označujejo ukazovanje, podrobna \\ +navodila, sankcije, monologi in \\ +pokroviteljstvo. +\item Naši vodje sporočajo zaposlenim vizijo \\ +in cilje. Vsi so vključeni v pogovore o \\ +tem, kako cilje doseči. +\item Pogovor je najpomembnejše sredstvo \\ +naših menedžerjev za vključevanje \\ +vseh. Govorimo drug z drugim, ne drug \\ +o drugem. +\item Naši vodje vlagajo odločne napore v \\ +ustvarjanje okolja, v katerem vsi dobijo \\ +priložnost, da pokažejo, kaj zmorejo \\ +narediti. +\item Naši zaposleni so opolnomočeni in \\ +spodbujeni, da prevzamejo \\ +odgovornost. +\item Vodje imajo zaupanje in spoštovanje \\ +drugih zaradi svojih kompetenc in \\ +človeških spretnosti. Svoje pozicije ne \\ +jemljejo preveč vzvišeno in ne \\ +potrebujejo statusnih simbolov, da bi \\ +pokazali, kdo ali kaj so. +\end{itemize} +\ \\ +Več o \textbf{stilu vodenja} preberite v knjigi \\ +Employeeship na straneh 130–135, 147, \\ +149. +\\ \\ +{\large \textbf{7. Kadrovske politike}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Kadrovske politike v organizaciji \\ +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, \\ +sisteme in procese. +\item Verjamemo, da se razvoj organizacije \\ +gradi na razvoju posameznih \\ +zaposlenih. +\item Naše kadrovske politike temeljijo na \\ +prepričanju, da odnos med organizacijo \\ +in nami, zaposlenimi, temelji na \\ +ravnotežju med vložki in rezultati. +\item Organizacija nam ne zagotavlja stalne \\ +zaposlitve, temveč prevzema veliko \\ +odgovornosti za dobro vseh zaposlenih, \\ +ki izkazujejo Employeeship. +\item Imamo kulturo, ki navdihuje ljudi, da \\ +delajo po svojih najboljših močeh. To +\end{itemize} +\end{minipage}} +% STRAN 7 drugi stolpec +\smash{\begin{minipage}[t]{0.5\textwidth} +\begin{adjustwidth}{1.25em}{0pt} +kulturo karakterizirajo odprtost, \\ +iskrenost, zaupanje, vzajemno \\ +spoštovanje, predanost in pristno \\ +zanimanje za pomoč drug drugemu in \\ +ustvarjanje skupnega tima. +\end{adjustwidth} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organizacija ni birokratska organizacija. +\item Zaposlene spodbujamo, da so \\ +»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–\\ +165. +\\ \\ +{\large \textbf{8. Zaposlitvena pogodba}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item V organizaciji zaposlitvena pogodba \\ +obsega dva dela: trdo in mehko \\ +pogodbo. +\item Pogodba vsebuje pričakovanja \\ +organizacije do zaposlenega na trdih \\ +področjih (konkretne vsebine delovnega \\ +mesta) in na mehkih področjih \\ +(zavzetost, odgovornost, lojalnost, \\ +iniciativnost, fleksibilnost, zavedanje o \\ +kakovosti itd.). +\item Pogodba vsebuje pričakovanja \\ +zaposlenega do organizacije tako na \\ +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 \\ +bodisi med neformalnimi pogovori \\ +bodisi med formalnimi ocenjevalnimi \\ +intervjuji. +\end{itemize} +\ \\ +Več o \textbf{zaposlitveni pogodbi} preberite v \\ +knjigi Employeeship na straneh 148, 154–\\ +156. +\\ \\ +{\large \textbf{9. Nagrajevanje in priznanja}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item V organizaciji zaposleni prejemajo \\ +plačo, ki je vsaj enakovredna plači na \\ +trgu. +\item Organizacija priznava in nagrajuje vse, \\ +ki izkazujejo Employeeship. +\item Vsak dobi priznanje in nagrado za \\ +uspešnost – tudi tisti, katerih uspešnost \\ +ni takoj vidna ali opazna (npr. ljudje, ki +\end{itemize} +\end{minipage}} +\newpage +% STRAN 8 +\smash{\begin{minipage}[t]{0.54\textwidth} +\begin{adjustwidth}{1.25em}{0pt} +delajo v ozadju ali delajo podporno \\ +delo). +\end{adjustwidth} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organizacija nagrajuje tako timsko \\ +uspešnost kot uspešnost posameznika. +\end{itemize} +\ \\ +Več o \textbf{nagradah in priznanjih}, predvsem \\ +o pomembnosti priznanj, preberite v \\ +publikaciji “Moje drevo življenja”, poglavje \\ +5, “Okolje ”. +\\ \\ +{\large \textbf{10. Razvoj kariere}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organizacija vlaga ciljno usmerjene \\ +napore, da pritegne in ohranja \\ +kompetentne zaposlene, tj. ljudi, ki \\ +zmorejo in hočejo. +\item Zaposlenim, ki zmorejo in hočejo, je \\ +ponujeno več odgovornosti, svobode \\ +delovanja in novih izzivov. +\item Kolikor je mogoče, vodje rekrutiramo \\ +znotraj organizacije. +\item Zaposlene, ki zmorejo, vendar nočejo, \\ +motiviramo, spodbujamo in jih soočamo \\ +z zahtevami. +\item Nove zaposlene, ki hočejo, a še ne \\ +zmorejo, izobražujemo, “testiramo“ in \\ +podpiramo. +\item Zaposlene, ki niti ne zmorejo niti \\ +nočejo, premestimo ali jih odslovimo. \\ +Enako se zgodi tistim zaposlenim, ki jim \\ +ni mogoče pomagati in jih motivirati, da \\ +bi bili zmožni in da bi želeli delati po \\ +najboljših močeh. +\item Organizacija spodbuja in prispeva k \\ +strokovnemu in osebnemu razvoju vseh \\ +zaposlenih. +\end{itemize} +\ \\ +Več o \textbf{napredovanju} preberite v knjigi \\ +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, \\ +prijateljski in humoren. +\item Menedžment daje odprte, iskrene in \\ +pravočasne informacije vsem \\ +zaposlenim. +\item Menedžment daje le obljube, obljube, ki \\ +jih lahko izpolni. +\item Vsakogar v organizaciji se vprašuje in \\ +posluša. Komunikacija temelji na \\ +pristnih pogovorih – ne monologih. +\end{itemize} +\end{minipage}} +% STRAN 8 drugi stolpec +\smash{\begin{minipage}[t]{0.5\textwidth} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Telefonska centrala/recepcija deluje kot \\ +učinkovit center komunikacije, kjer so \\ +ljudje vedno na voljo. +\item Vsak prispeva k učinkoviti notranji \\ +komunikaciji. Kadar oseba zapusti svojo \\ +mizo, pusti sporočilo o tem, kdaj bo \\ +spet dosegljiva. Obljube se drži. +\item Naši sestanki so učinkoviti in dobro \\ +organizirani, začnejo in končajo se \\ +pravočasno, vsi udeleženci so dobro \\ +pripravljeni, poznajo svoje vloge in med \\ +sestankom aktivno sodelujejo. +\item Imamo uspešno in učinkovito e-mail \\ +komunikacijo. +\end{itemize} +\ \\ +Več o \textbf{notranji komunikaciji} preberite v \\ +knjigi Employeeship na straneh 128–129. +\\ \\ +{\large \textbf{12. Informacijski sistem}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item V organizaciji informacijski sistem \\ +vsebuje trde in mehke informacije. +\item Pogosto spremljamo zadovoljstvo \\ +strank. Vemo, koliko strank izgubimo in \\ +zakaj. +\item Pogosto raziskujemo zadovoljstvo \\ +zaposlenih. Ko zaposleni da odpoved, \\ +raziščemo, zakaj smo ga izgubili. +\item Izvajamo redne ankete o podobi \\ +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 \\ +delujemo, preden bi bilo prepozno (da \\ +ne končamo kot »kuhane žabe«). +\item Redno ocenjujemo organizacijsko \\ +kulturo, sisteme in politike. +\item Organizacijsko letno poročilo, interna \\ +glasila, revije za stranke/dobavitelje \\ +itd., ne poveličujejo vodstva. Tako \\ +teksti kot ilustracije v publikacijah so o \\ +ljudeh v organizaciji, njihovi pozitivni \\ +energiji in predanosti razvoju podjetja. +\item Stalno smo informirani o \\ +produktivnosti, odnosih ter kakovosti \\ +ljudi in oddelkov. +\end{itemize} +\ \\ +Več o \textbf{informacijskem sistemu}, \\ +predvsem o letnih poročilih, preberite v \\ +knjigi Employeeship na straneh 152–153. +\\ \\ +{\large \textbf{13. Politika kakovosti}} +\end{minipage}} +\newpage +% STRAN 9 +\smash{\begin{minipage}[t]{0.54\textwidth} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item V organizaciji delamo s kakovostjo na \\ +vseh ravneh: +\begin{itemize} +\item[--] osebno kakovostjo, +\item[--] timsko kakovostjo, +\item[--] kakovostjo proizvodov, +\item[--] kakovostjo storitev in +\item[--] kakovostjo podjetja. +\end{itemize} +\item Kakovost je naraven način, kako \\ +delamo stvari. +\item Vsi smo odgovorni za kakovostno \\ +delovanje. Kakovost ni samo skrb vodje \\ +kakovosti ali oddelka kakovosti. +\item Vemo, da je osebna kakovost temelj \\ +vsake druge kakovosti. +\item Imamo jasne politike kakovosti, ki je \\ +znana vsem. Izražajo skrb glede \\ +organizacijske predanosti zaposlenim, \\ +strankam, dobaviteljem in skupnosti. +\item Imamo jasne standarde kakovosti za \\ +delovanje na vseh ravneh naše \\ +organizacije, tj. vemo, kaj kakovost za \\ +nas pomeni. +\item Imamo politiko pritožb, ki doseže, da se \\ +stranke počutijo dobro, kadar se \\ +pritožijo. Pritožbo razumemo kot darilo. +\item Organizacija vlaga odločne napore v \\ +ohranjanje visokih etičnih standardov. +\item Delamo tako z notranjimi kot z \\ +zunanjimi strankami. Tj. vsi zaposleni v \\ +naši organizaciji imajo stranke. +\item Vemo, da naše zunanje stranke nikoli \\ +ne bodo izkusile boljše storitve, kot je \\ +storitev, ki jo izvedemo našim \\ +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. +\\ \\ +{\large \textbf{14. Učeča se organizacija}} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organizacija je učeče se podjetje. Vsi \\ +uporabljamo spretnosti in znanje drug \\ +drugega in se ves čas drug od drugega \\ +učimo. +\end{itemize} +\end{minipage}} +% STRAN 9 drugi stolpec +\smash{\begin{minipage}[t]{0.5\textwidth} +\renewcommand\labelitemi{\small$\bullet$} +\begin{itemize}[leftmargin=0.45cm] +\item Organiziramo izobraževalne tečaje za \\ +ljudi vseh funkcij, poklicev in oddelkov \\ +o temah, kot so: finance za prodajalce, \\ +prodaja za finančnike. \\ +Računalništvo za vse, kreativnost za \\ +vse, menedžment za vse itd. +\item Nove zaposlene spodbujamo, da delijo \\ +svoje znanje in vtise iz prve roke. \\ +Spodbujamo jih, da dvomijo o rutinah \\ +in navadah organizacije. +\item Vsi, ne glede na starost, službena leta \\ +in pozicijo, se učijo od drugih. Vsak uči \\ +nekaj druge. +\item Kadarkoli se zaposleni udeleži tečaja, \\ +sejma itd., bodo drugi v organizaciji \\ +imeli koristili od novo pridobljenega \\ +znanja. Za »udeležence tečajev« je \\ +rezerviran čas, da lahko z drugimi v \\ +organizaciji delijo, kaj so se naučili. \\ +Ljudje v organizaciji razpravljajo o tem, \\ +kako lahko uporabijo novo znanje in \\ +orodja, da bi ustvarili bolj uspešno in \\ +učinkovito organizacijo. +\item Spodbujamo vse, da se zanimajo za \\ +delo drugih in da delijo informacije o \\ +svojem delu. +\item Vsi zaposleni dobijo priložnost, da \\ +uporabijo svoje znanje in se jih \\ +opogumlja, da prevzamejo iniciativo za \\ +nadaljnje pridobivanje spretnosti in \\ +kompetenc. +\item Ideje in kreativni predlogi za izboljšave \\ +s strani zaposlenih so dobrodošli, \\ +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 \\ +opazno. +\item Ne učimo se zgolj toliko, da kot \\ +organizacija preživimo. Znanje \\ +pridobivamo tako znotraj organizacije \\ +kot v zunanjih poslih z drugimi \\ +organizacijami, da se razvijamo in \\ +zagotovimo prihodnost organizacije! +\end{itemize} +\ \\ +Preberite več o \textbf{učeči se organizaciji} v \\ +knjigi Employeeship na straneh 168–171. +\end{minipage}} +\newpage +% STRAN 10 +\chapter{Kako brati grafikone} +\begin{center} +\begin{minipage}[t]{0.8\textwidth} +Naslednje preglednice prikazujejo odstotke zaposlenih, ki so dali \\ +določene ocene za posamezne dejavnike, preračunano na lestvici od 1 \\ +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”. +\\ \\ +\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«. +\end{itemize} +\end{minipage} +\end{center} +\newpage +% STRAN 11 +\begin{center} +\LARGE\textbf{!company name!} +\end{center} +% Odstranimo razmik po poglavju +\begingroup +\renewcommand{\cleardoublepage}{} +\renewcommand{\clearpage}{} +\chapter{\large Sistemi in politike Employeeshipa} +\endgroup \ No newline at end of file diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/glava-quality_clime_ang.tex b/admin/survey/modules/mod_EVOLI/latexkosi/glava-quality_clime_ang.tex index ef21d35c1..9940cfee7 100644 --- a/admin/survey/modules/mod_EVOLI/latexkosi/glava-quality_clime_ang.tex +++ b/admin/survey/modules/mod_EVOLI/latexkosi/glava-quality_clime_ang.tex @@ -38,9 +38,20 @@ {}{} \makeatother + +\definecolor{lightblue}{rgb}{0.68, 0.85, 0.9} + % Klik na poglavja v kazalu \usepackage{hyperref} - +\hypersetup{ + colorlinks=true, + linkcolor=black, + urlcolor=black, %Url naslov bo obarvan s črno barvo + pdfstartview={XYZ null null 1}, + pdfborderstyle={/S/U/W 1}, + pdftitle={naslov!} +} +\urlstyle{same} % Urejanje kazala \usepackage{etoolbox} \makeatletter @@ -54,7 +65,7 @@ \setlength{\parindent}{0cm} % Za urejanje prve strani -\usepackage[margin=1in]{geometry} +\usepackage[margin=0.85in]{geometry} \setlist{nolistsep} % Urejanje stila strani in stila glave in noge @@ -64,7 +75,7 @@ \fancyhf{} \renewcommand{\headrulewidth}{0.4pt} \renewcommand{\footrulewidth}{0.4pt} -\fancyhead[L]{Energy Meter - !organisation!} +\fancyhead[L]{Quality climate - !organisation!} \fancyhead[R]{\color{red} {\textcopyright} Claus M{\o}ller Consulting} \headsep 20pt \fancypagestyle{plain}{ @@ -89,11 +100,12 @@ \begin{titlepage} \begin{center} % Odmik od vrha -\vspace*{-2.5\baselineskip} +\vspace*{-4.5\baselineskip} \noindent\makebox[\textwidth]{\includegraphics[width=17cm,height=4.1cm]{../latexkosi/logo/klima_kakovosti_ang.png}}~\\[2cm] % Odmik od roba \hspace*{-5.3\baselineskip} \includegraphics[width=20cm]{../latexkosi/logo/klima_kakovosti_middle.png}~\\[5cm] \end{center} +\thispagestyle{firststyle} % Organizacija \hspace*{-2.5\baselineskip} \noindent\underline{\makebox[7in][l]{Organisation: !organisation!}} ~\\[0.5cm] % Datum @@ -107,7 +119,7 @@ \renewcommand{\footrulewidth}{0pt} \fancyhead[L]{\color{red} \textit{Quality climate - !organisation!}} \fancyfoot[c]{\small{\thepage}} -\headsep 20pt +\headsep 15pt \fancypagestyle{plain}{ \renewcommand{\headrulewidth}{0pt} \renewcommand{\footrulewidth}{0pt} @@ -125,18 +137,25 @@ \\ \\ Thank you for taking the \textit{Quality Climate} test. \\ \\ -Claus M{\o}ller's \textit{Quality Climate} tool is a "thermometer", to help determine \\ -the state of the team's health at any given moment. The thermometer \\ +The \textit{Quality Climate} test is a tool designed to assess, evaluate, and \\ +develop the quality culture in your team and your organisation. The \\ +results of this test will inspire you to learn more about and develop \\ +your quality culture. +\\ \\ + +Claus M{\o}ller's \textit{Quality Climate} tool is a ''thermomete'' to help determine \\ +the state of a team's ''healt'h' at any given moment. The thermometer \\ can also indicate the state of health of an entire organisation. \\ \\ + This report shows the state of quality awareness and attitude in your \\ organisation's team(s). \\ \\ -On the following two pages, you will get an introduction to Team \\ -Quality and the Quality Climate concept. We also recommend that you \\ -read Claus M{\o}ller's book \textit{'Personal Quality'}, which gives specific \\ -suggestions for developing and sustaining personal quality and quality \\ -climate in a team or an entire organisation. +We recommend that you read Claus M{\o}ller's book \textit{\href{https://clausmoller.com/en/product/personal-quality/}{''Personal Quality''}} \\ +which gives specific suggestions for developing and sustaining Personal \\ +Quality, Team Quality, and Quality Climate in a team or an entire \\ +organisation. On the following pages, you will get an introduction to \\ +the concepts of \textit{Team Quality} and \textit{Quality Climate}. \end{minipage} \ \\ \\ \\ \\ @@ -150,26 +169,29 @@ climate in a team or an entire organisation. \chapter{\Large \textbf{About Quality Climate}} \smash{\begin{minipage}[t]{0.54\textwidth} {\large \textbf{What is team quality?}} \\ -Team and organisations need regular \\ +Team Quality can be defined as how well a \\ +team as a whole meets its own and the \\ +outside world's demands and expectations. \\ +Teams and organisations need regular \\ check-ups, just like people do. \\ \hspace*{0.8\baselineskip}It's not always necessary to initiate \\ comprehensive and expensive \\ -investigations. Simple check-ups can give \\ -the same results as detailed investigations \\ -and they can as well ensure that the next \\ -in-depth examination is only made when \\ -and where it's needed. \\ +investigations. Simple check-ups can yield \\ +the same results as detailed investigations\\ +and they can also ensure that the next in- \\ +depth examination is only made when and \\ +where it's needed. \\ \hspace*{0.8\baselineskip} \textit{Quality Climate} is a team indicator or a\\ "thermometer" to help determine how \\ healthy a team is at any given moment. \\ \textit{Quality Climate} can also sketch the health \\ of an entire organisation. \\ \hspace*{0.8\baselineskip}This indicator is not a tool for detailed \\ -analysis. It is a fast and practical way for \\ -management to identify those areas which \\ -need changing or areas where a more \\ -detailed study of present conditions should \\ -be undertaken. \\ +analysis. It is a fast, easy, and practical \\ +way for management to identify those \\ +areas which need changing or areas where \\ +a more detailed study of present conditions \\ +should be undertaken. \\ \hspace*{0.8\baselineskip} \textit{Quality Climate} offers any organisation \\ an effective early warning system at \\ minimal cost, therefore saving the \\ @@ -178,7 +200,7 @@ company a great deal of money. A prerequisite for the organisation and all \\ its teams to meet the demands and \\ expectations of others is that the \\ -employees can and will do their best. \\ +employees can and will do their best at work. \\ \hspace*{0.8\baselineskip}To create a situation in which the \\ employees commit themselves to the \\ success of the team, with both their \textbf{hearts} \\ @@ -186,23 +208,36 @@ and their \textbf{minds}, it is not enough for the \\ team to meet only external demands and \\ expectations. \\ \hspace*{0.8\baselineskip}The relationships inside the team should \\ -also be such that demands and \\ -expectations from the team members are \\ -met. -\\ \\ +also be such that demands and expectations \\ + from the team members are met. +\\ \\ It is not enough for the managers to focus \\ only on the quality of a team's products, \\ services, systems and procedures, but \\ rather, it is necessary to focus on the \\ people behind the performance of the \\ -team. \\ +team. \\ \hspace*{0.8\baselineskip}It is not enough to monitor only customer \\ satisfaction, but rather to monitor \textbf{team \\ member satisfaction.} \end{minipage}} % STRAN 3 drugi stolpec -\begin{minipage}[t]{0.6\textwidth} +\begin{minipage}[t]{0.65\textwidth} + {\large \textbf{Quality Climate}} \\ -\textbf{''Quality climate''} is a tool for monitoring \\ +Michelin publishes annual guides of the \\ +restaurants, hotels and tourist attractions \\ + of various countries and regions with \\ +quality evaluations and detailed \\ +commentary. In the Michelin Guide the \\ +highest award you can achieve is three \\ +stars. Try to imagine your team being \\ +evaluated in the same way Michelin \\ +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 \\ meeting the \textbf{team members' demands} \\ @@ -210,7 +245,7 @@ and expectations for a ''3-star workplace''. \\ 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 \\ @@ -218,8 +253,6 @@ performance within these areas, in \\ particular, determines whether the \\ members evaluate that it is good or bad to \\ be a member of their team. -\ \\ -\textit{ \begin{enumerate}[leftmargin=*] \item Goals \item Organisation/sharing responsibility @@ -240,27 +273,37 @@ ordination (relationships) \item Implementation \end{enumerate} -} +\ \\ +On the next pages you will find explanations \\ + of the 15 factors of the Quality Climate tool \\ +which you and your team colleagues can\\ +use when ''reaching for the stars''. \end{minipage} \newpage % STRAN 4 \begin{minipage}[t]{0.54\textwidth} -{\large \textbf{Your advantages of developing \\ quality climate}} +{\large \textbf{Your personal advantages of \\ developing a Quality Climate}} \\ \\ -For understanding quality on a personal \\ -level, it is important to understand what \\ -this notion means. This is the first step in \\ -understanding and improving personal \\ -quality or in helping others to develop \\ -theirs. -\\ \\ -Personal quality is the basis for all other \\ -qualities. \\ -You are an asset to your team, company or \\ -organisation when your standards for \\ -personal quality are high. +\textit{Personal Quality} is the basis for all other \\ +quality. To understand quality on a \\ +personal level, it is important to \\ +understand what this notion means. This is \\ +the first step in improving your personal \\ +quality -- or in helping others to develop \\ +theirs. +\\ +\hspace*{0.8\baselineskip} You are an asset to your team, company \\ +or organisation when your standards for \\ +personal quality are high. Your Personal \\ +Quality is crucial both for product quality \\ +and service quality and is the foundation \\ +for team and organisational quality. The \\ +best place to start quality development in \\ +an organisation is with the individual's \\ +performance and attitude towards quality. + \\ \\ You also please your family, friends and \\ colleagues when you deliver quality. @@ -285,7 +328,7 @@ their Personal Quality} \item More friends and supporters \item Other people's trust \item Higher self-esteem -\item Better quality of life +\item Better life quality \end{itemize} \end{minipage} @@ -296,9 +339,10 @@ their Personal Quality} The survival of the organisation is \\ determined by its ability to meet the \\ demands and expectations placed upon it \\ -by all stakeholders.\\ -\hspace*{0.8\baselineskip} To keep customers, it is necessary to \\ -satisfy their expectations concerning the \\ +by all stakeholders -- internal as well as \\ +external. \\ +\hspace*{0.8\baselineskip} To keep customers, it is necessary \\ +to satisfy their expectations concerning the \\ quality of the products and services of the \\ organisation. \\ \hspace*{0.8\baselineskip} However, the best results are achieved \\ @@ -307,11 +351,12 @@ the people providing that quality. \\ \hspace*{0.8\baselineskip} The quality of the organisation is the sum \\ of the individual and team performances \\ (departments, project groups or teams). \\ -\hspace*{0.8\baselineskip} The overall team quality is the result of \\ +\hspace*{0.8\baselineskip} The overall \textit{Team Quality} is the result of \\ the personal performance of the individual \\ -members and of their ability to coordinate \\ -their efforts and create an environment \\ -that inspires everyone to do their best. +members -- and of their ability to \\ +coordinate their efforts and create an \\ +environment that inspires everyone to do \\ +their best. \\ \\ \textbf{What teams gain from \\ enhancing Team Quality} \\ Teams will increase their ability \\ @@ -331,24 +376,12 @@ and team performance quality process \item Build and maintain good relations with \\ the team's stakeholders -\item Improve the quality climate of the \\ +\item Improve the \textit{Quality Climate} of the \\ team and create a better team spirit \item Ensure that the name of the team is \\ associated with quality \end{itemize} \end{minipage} - -\newline -\newline -\newline -\begin{center} -\begin{minipage}{0.7\linewidth} -On the next pages, you will find summaries of the 15 \\ -Quality Climate factors. For each factor suggestions for \\ -further reading and learning are provided. -\end{minipage} -\end{center} - % STRAN 5 \chapter{\Large \textbf{15 Quality Climate Factors}} \begin{minipage}[t]{0.54\textwidth} @@ -356,7 +389,7 @@ further reading and learning are provided. {\large \textbf{1. Goals}} \\ Our goals have meaning -- they are \\ worthwhile. They are clearly defined. They \\ -are realistic but also challenging. Our \\ +are realistic, but also challenging. Our \\ goals have a time limit. We have both \\ small and large goals, short-term and \\ long-term goals, quantitive and qualitative \\ @@ -365,34 +398,34 @@ personal and team level for different \\ periods: day, week, month, year and \\ long-term visions. We adjust our long-\\ term goals at least once a year. \\ -\hspace*{0.8\baselineskip}Read more in Claus M{\o}ller's book \textit{My \\ Life tree}, +\hspace*{0.8\baselineskip}Read more in Claus M{\o}ller's book \textit{''My \\ Life tree''}, the chapter ''My personal goals''. \\ \\ {\large \textbf{2. Organisation/sharing \\ responsibility}} \\ Everyone has an overview and control \\ over the demands put upon him or \\ herself, the areas in which they are \\ -responsible to create results and achieve \\ -goals. Everyone keeps track of the major \\ -tasks and projects to which they need to \\ -refer more than once and the amount of \\ -their authority. +responsible for creating results and \\ +achieving goals. Everyone keeps track of \\ +the major tasks and projects to which \\ +they need to refer more than once and the \\ +amount of their authority. \\ \\ -Main tasks include activities that a person \\ -needs to carry out to reach a specific \\ -result. It's a list of all tasks and activities \\ -they need to attend to within each key \\ -area of responsibility. Activities are details \\ -that have to be done to complete a task. \\ -If new demands arise everyone finds it \\ -easy to adjust to new demands and each \\ -person is willing to take on new \\ +Main tasks include activities that a person \\ +needs to carry out to reach a specific \\ +result. It's a list of all tasks and activities \\ +they need to attend to within each key \\ +area of responsibility. Activities are details \\ +that must be done to complete a task. If \\ +new demands arise everyone finds it easy \\ +to adjust to new demands and each \\ +person is willing to take on new \\ responsibilities, a new type of work tasks, \\ -even across professional or team borders \\ +even across professional or team borders \\ and even if rules may need to be \\ discussed. \\ \hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\ -\textit{Employeeship}, chapters ''Responsibility'' \\ +\textit{''Employeeship''}, in the chapters ''Responsibility'' \\ and ''Multi-functional employees''. \end{minipage} % STRAN 5 drugi stolpec @@ -481,8 +514,9 @@ competitors and their strong and weak \\ points. We adapt to the changes around \\ us. \\ \hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\ -\textit{Complaint is a gift}, and \textit{Employeeship} the \\ -section ''New demands on companies''. +\textit{''A Complaint is a Gift''}, and \textit{''Employeeship''} in \\ +in the section ''New demands on \\ +companies''. \\ \\ {\large \textbf{8. Physical environment}} \\ The physical environment helps to create \\ @@ -523,8 +557,9 @@ discover mistakes, we thank the people \\ who point them out to us and we correct \\ them and avoid repetition. \\ \hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\ -\textit{Personal Quality}, particularly the section \\ -Personal Guarantee. +\textit{''Personal Quality''}, particularly the section \\ +\textit{''Personal Guarantee''} or read the \\ +\textit{''Personal Guarantee''} booklet. \\ \\ {\large \textbf{10. Creativity and innovation}} \\ We notice the developments going on \\ @@ -538,8 +573,8 @@ team performance: do things faster, at a \\ 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 chapter ''Employeeship \\ -delegation''. \\ +\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''. \end{minipage} @@ -561,7 +596,7 @@ make an extra effort when necessary. \\ Everybody finds a challenge in every job \\ function and action. \\ \hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \\ -\textit{Employeeship} and \textit{Heart Work}. +\textit{''Employeeship''} and \textit{''Heart Work''}. \\ \\ {\large \textbf{12. Recognition and rewards}} \\ Recognition is given more frequently than \\ @@ -577,7 +612,7 @@ never receive attention or recognition. \\ People expect recognition rather than \\ criticism when a member is asked to go \\ and see the manager. \\ -\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \textit{My \\ Life Tree}, +\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \textit{''My \\ Life Tree''}, the chapter ''Surroundings -- the \\ soil''. \\ \\ @@ -604,9 +639,9 @@ in our jobs. We help and encourage each \\ other. Our communication is based on \\ openness and honesty. We trust each \\ other. We talk to each other -- not about \\ -each other. We respect each other’s skills, \\ +each other. We respect each other's skills, \\ wishes and differences. \\ -\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \textit{My \\ Life Tree}. +\hspace*{0.8\baselineskip} Read more in Claus M{\o}ller's book \textit{''My \\ Life Tree''}. \\ \\ {\large \textbf{15. Implementation}} \\ We can translate ideas and thoughts into \\ @@ -627,12 +662,64 @@ decisions on the way towards the goal. We \\ 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 \textit{Personal Quality}, \\ -the section ''Learn to finish what you start \\ --- strengthen your self-discipline''. +\textit{''Employeeship''}, the chapter ''Implementation'' \\ +and the book \textit{''Personal Quality''}, +the section ''Learn to finish what you start -- \\ +strengthen your self-discipline''. \end{minipage} + +\newpage + +\chapter{\Large \textbf{How to use the Quality Climate tool}} +\begin{center} +\begin{minipage}{0.8\linewidth} +\begin{center} +{\large \textbf{How the individual can use the tool}} +\end{center} +\\ +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} +\item Every employee should carefully study the \textit{Quality Climate} \\ +report. This will increase awareness of the areas in which the \\ +quality culture needs to be developed from the team's point of \\ +view. +\item By comparing his/her team response with the total company \\ +result, the employee can get an idea of how well his/her \\ +evaluation corresponds with the evaluation of their colleagues. +\item With this new awareness, everyone will be better equipped to \\ +contribute to developing Team Quality. +\end{itemize} + +\ \\ \\ \\ +\renewcommand\labelitemi{\large$\bullet$} +\begin{center} +{\large \textbf{How the organisation can use the tool}} \\ +\end{center} +\begin{itemize} + +\item The \textit{Quality Climate} tool should be used by all teams in the \\ +organisation. Results from the different teams should be \\ +compared to achieve improvements throughout the \\ + organisation. +\item Senior management can use the Quality Climate tool to \\ +identify those teams, which need additional help, or those \\ +teams from which the whole organisation can learn something. +\item It is possible to get an idea of the strong and weak points of \\ +the entire organisation by looking at those factors for which all \\ +teams get 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 factors, this can be \\ +an indication of the special nature of that particular team. +\item The Quality Climate test should be used by all teams at least \\ +once a year and also when structural changes occur in the \\ +market and within the organisation; it will function as a \\ +benchmarking tool to determine any changes and successes. +\end{itemize} +\end{minipage} +\end{center} +\newpage + % STRAN 8 \chapter{\Large \textbf{How to interpret the graphs}} \begin{minipage}[t]{0.5\textwidth} @@ -653,13 +740,15 @@ have scored 'Insufficient' or \\ \item[--] \textbf{less than 50 \%} of the employees \\ have scored 'Excellent' or 'Good'. \end{itemize} +\ \\ \\ \\ + \includegraphics[width=16cm]{../latexkosi/logo/klima_kakovosti_middle.png} % horizontal space \end{minipage} % STRAN 8 drugi stolpec \begin{minipage}[t]{0.5\textwidth} \renewcommand\labelitemi{\small$\bullet$} \begin{itemize} -\item The overall results of the ''Quality \\ -Climate'' test should be carefully \\ +\item The overall results of the Quality \\ +Climate test should be carefully \\ discussed in a meeting attended by \\ everyone in the department. This \\ meeting should lead to a concrete \\ diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/logo/organisational_EMP.png b/admin/survey/modules/mod_EVOLI/latexkosi/logo/organisational_EMP.png new file mode 100644 index 000000000..361c21b3c Binary files /dev/null and b/admin/survey/modules/mod_EVOLI/latexkosi/logo/organisational_EMP.png differ diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/logo/organizacijski_EMP.png b/admin/survey/modules/mod_EVOLI/latexkosi/logo/organizacijski_EMP.png new file mode 100644 index 000000000..8914579b9 Binary files /dev/null and b/admin/survey/modules/mod_EVOLI/latexkosi/logo/organizacijski_EMP.png differ diff --git a/admin/survey/modules/mod_EVOLI/latexkosi/organisational_employeeship_meter_head.tex b/admin/survey/modules/mod_EVOLI/latexkosi/organisational_employeeship_meter_head.tex new file mode 100644 index 000000000..af27342b4 --- /dev/null +++ b/admin/survey/modules/mod_EVOLI/latexkosi/organisational_employeeship_meter_head.tex @@ -0,0 +1,760 @@ +% Organisational Employeeship Meter, English report + +% Packages and definitions +\documentclass[11pt,a4paper]{report} +\usepackage[cm]{fullpage} % narrower margins, the package has a cm option (around 1.5cm) +\usepackage[margin=1in]{geometry} +\usepackage[default,scale=0.95]{opensans} % chosen font is Open Sans +\usepackage{setspace} +\setlength{\headheight}{12pt} % header height +\setlength{\parindent}{0cm} +\usepackage{longtable} +\LTcapwidth=\textwidth % to keep longtable captions in one row +\usepackage{arev} % font package +\usepackage[T1]{fontenc} % font encoding +\usepackage{amsmath} % improving the information structure and output containing formulas +\usepackage[utf8]{inputenc} % for Slovenian characters, alternative to cp1250 is cp1250 + +% Slovenian characters +\catcode `č=13 +\def č{\v c} +\catcode `š=13 +\def š{\v s} +\catcode `ž=13 +\def ž{\v z} +\catcode `Č=13 +\def Č{\v C} +\catcode `Š=13 +\def Š{\v S} +\catcode `Ž=13 +\def Ž{\v Z} + +\usepackage{enumitem} % layout of list environments +\setlist{nolistsep} +\usepackage[normalem]{ulem} % allows line breaks and manual hyphenation within the underlined +\usepackage{etoolbox} +\usepackage[none]{hyphenat} % no hyphenation + +\usepackage{graphicx} +\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}} +\renewcommand\thesubsection{\thechapter.\arabic{subsection}} + +\makeatletter +\patchcmd{\l@chapter} + {\hfil} + {\leaders\hbox{\normalfont$\m@th\mkern \@dotsep mu\hbox{.}\mkern \@dotsep mu$}\hfill} + {}{} +\makeatother + +\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=black, + pdfstartview={XYZ null null 1}, + pdftitle={naslov!} +} +\urlstyle{same} + +\newcommand{\answerbox}[1][3\baselineskip]{% + \noindent\framebox[\linewidth]{% + \raisebox{0pt}[0pt][#1]{}% + }\par\medskip% +} + +% header and footer +\usepackage{fancyhdr} +\pagestyle{fancyplain} +\renewcommand{\chaptermark}[1]{\markboth{#1}{}} +\fancyhf{} +\renewcommand{\headrulewidth}{0.4pt} +\renewcommand{\footrulewidth}{0.4pt} +\fancyhead[L]{Organisational Employeeship Meter - !organisation!} +\fancyhead[R]{\color{red} {\textcopyright} Claus M{\o}ller Consulting} +\headsep 20pt +\fancypagestyle{plain}{ + \renewcommand{\headrulewidth}{0.5pt} + \renewcommand{\footrulewidth}{0.5pt} + + +} +% Footer on title page +\fancypagestyle{firststyle} +{ +\renewcommand{\headrulewidth}{0pt} +\renewcommand{\footrulewidth}{0pt} + \fancyfoot[C]{\textcopyright 2020 - Claus M{\o}ller Consulting. All rights are reserved.} +} + +% table of contents +\renewcommand{\contentsname}{Contents} % title +\setcounter{tocdepth}{0} % only chapters in table of contents + + +% Body of this .tex file +\begin{document} + +\begin{titlepage} + \begin{center} + \vspace*{-4.5\baselineskip} % Da bo slika na vrhu vertical space + \noindent\makebox[\textwidth]{\includegraphics[width=19.5cm,height=7cm]{../latexkosi/logo/organisational_EMP.png}}~\\[1.0cm] + + \hspace*{-5.3\baselineskip} \includegraphics[width=21cm]{../latexkosi/logo/logo_team.png}~\\[2.5cm] % horizontal space +\thispagestyle{firststyle} + \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} + +\newpage + +% Sprememba v glavi in nogi dokumenta +\renewcommand{\headrulewidth}{0pt} +\renewcommand{\footrulewidth}{0pt} +\fancyhead[L]{\color{red} \textit{Organisational Employeeship Meter - !organisation!}} +\fancyfoot[c]{\small{\thepage}} +\headsep 20pt +\fancypagestyle{plain}{ + \renewcommand{\headrulewidth}{0pt} + \renewcommand{\footrulewidth}{0pt} +} + +% Zagotovi da smo na lihi strani +\cleardoublepage + + +% PAGE 2 +\noindent\hspace{0.12\linewidth}\begin{minipage}{0.7\linewidth} +\begin{flushleft} +Dear !name!! \\ + +\bigskip +Here are the results of the \textit{Organisational Employeeship Meter} survey that you have just finished. \\ + +\bigskip +The \textit{Organisational Employeeship Meter} measures the degree with which the culture, systems and policies of an organisation inspire employees to display Employeeship. \\ + +\bigskip +On the following two pages you will get an introduction to Employeeship. We also recommend that you read the book "Employeeship" by Claus M{\o}ller, which gives specific suggestions for developing and maintaining an Employeeship culture. +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.1\textwidth} +\end{minipage} + +\vspace{5\baselineskip} + +\begingroup +\let\clearpage\endgroup +% a \clearpage will close the group and restore the meaning +\tableofcontents + +% PAGE 3 +\begin{center} +\chapter{\Large \textbf{About Employeeship}} +\end{center} + +\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} + +{\large \textbf{What is Employeeship?}} \\ + +Employeeship is what it takes to be a good employee. Just as leadership is what it takes to be a good leader. \\ + +\hspace*{0.8\baselineskip}When the individual makes a whole-hearted and goal-oriented effort to ensure the success of the organisation, a special kind of personal commitment exists. We call this commitment \textit{Employeeship}. \\ + +\hspace*{0.8\baselineskip}When all employees are deeply committed to the survival and development of the organisation and thus demonstrate Employeeship, the organisation can be said to have an \textit{Employeeship culture}. \\ + +\bigskip +Amongst the many elements that characterise a good employee, the following three are essential: +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} + \item Responsibility + \item Loyalty + \item Initiative +\end{itemize} + +\bigskip +These three over--all concepts reflect the attitude and behaviour of people who are "good employees". \\ + +\bigskip +\hspace*{0.5\baselineskip}People display Employeeship when they: +\renewcommand\labelitemi{$-$} +\begin{itemize} + \item "play" for themselves and the "team" to win + \item take responsibility for the results of the organisation + \item are loyal to the people and goals of the organisation + \item take the initiative to improve the organisation's productivity, relations and quality +\end{itemize} + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} + +{\large \textbf{Organisational Employeeship Meter}} \\ + +This tool can help organisations to develop and maintain systems and policies which will create the best conditions for an Employeeship culture. The tool has been organised around 14 areas of vital importance for the Employeeship culture: +\begin{enumerate} +\item Mission statement +\item Vision +\item Organisation +\item "We" culture +\item Management system +\item Management style +\item Personnel policies +\item Employment contract +\item Remuneration and recognition +\item Career development +\item Internal communication +\item Information system +\item Quality policies +\item Learning organisation +\end{enumerate} +\end{flushleft} +\end{minipage} + +\newpage + +% PAGE 4 +\begin{minipage}[t]{0.48\textwidth} +\begin{flushleft} + +{\large \textbf{Your advantages of Employeeship}} + +Today, Employeeship is a necessity if an organisation is to survive and develop. Everybody must be involved and take responsibility. \\ + +\hspace*{0.8\baselineskip}This is the ideal situation for both the organisation and the employee. You will benefit your team and your organisation by demonstrating Employeeship. However, you are the one who will gain the greatest advantages from demonstrating Employeeship. \\ + +\bigskip +You will gain: +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} + \item More responsibility and freedom of action + \item Better prospects for promotion + \item Greater job security + \item Better job opportunities + \item Better relationships with others + \item Greater self--esteem + \item A richer and more meaningful life +\end{itemize} + +\bigskip +Each individual employee must make a constant effort to develop and maintain Employeeship attitude and behaviour. + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.05\linewidth}\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} + +{\large \textbf{The organisation's advantages of Employeeship}} \\ + +If an organisation is to survive and develop, all employees need to be deeply committed. It is not enough for the stakeholders/owners and the managers to be committed and united. \\ + +\bigskip +The \textit{hearts} and \textit{minds} of all employees must be involved. Energy should be utilised to solve problems and not just to point them out or find someone to blame. The organisation cannot afford battles and conflicts of interest between teams. There is quite simply a \textbf{need for Employeeship}. \\ + +\bigskip +By creating and maintaining an Employeeship culture, the organisation achieves the following competitive advantages: + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} +\item Increased productivity +\item Better internal and external relations +\item Better quality +\item More positive energy +\item Better teamwork +\item Improved adaptability and greater flexibility +\item A shared vision and aligned goals +\item Better utilisation of all knowledge and skills +\end{itemize} +\end{flushleft} +\end{minipage} + +\newpage + +% PAGE 5 +\chapter{\Large \textbf{Organisational Employeeship Meter}} + +\begin{center} +\begin{minipage}{0.7\linewidth} +\begin{flushleft} +A tool to measure to which degree the organisation's culture, systems and policies encourage the employees to display Employeeship. +\end{flushleft} +\end{minipage} +\end{center} + +\begin{center} +\begin{minipage}{0.75\linewidth} +\bigskip +\centerline{{\large \textbf{Hard and soft areas}}} + +\begin{flushleft} +The Employeeship attitude and behaviour of the employees is influenced by many different factors in the organisation, which can be referred to simply as "organisational systems and policies". \\ + +\hspace*{0.8\baselineskip}In order for everyone in the organisation to display Employeeship and, therefore, create an Employeeship culture, it is of vital importance for management and staff to make an effort in both the \textbf{hard} and the \textbf{soft} areas. \\ + +\hspace*{0.8\baselineskip}It is also necessary for the organisation to have policies and systems which contain both hard and soft elements. +\end{flushleft} +\end{minipage} +\end{center} + +\vspace*{2\baselineskip} + +\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} + +{\Large \textbf{Hard areas}} \\ + +The hard areas comprise the concrete and technical aspects of the life in an organisation: \\ + +systems, methods, technology, goals, finances, organisation, rules, procedures, hierarchy, environment, etc. \\ + +\bigskip +The hard areas are the rational and logical aspects of the organisation. They are the easiest to explain and describe. In the hard areas, it is mostly a question of what, who, when and how: + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} + \item What is to be done? + \item Who is to do it? + \item When should it be done? + \item How should it be done? +\end{itemize} + +\bigskip +Many organisations are managed primarily on the basis of the prerequisites and regulations that apply in the hard world. This is reflected in the organisation's hard: + +\begin{itemize} + \item Personnel policies + \item Employment contracts + \item Reward systems + \item Information systems +\end{itemize} + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} + +{\Large \textbf{Soft areas}} \\ + +The soft areas comprise the emotional aspects of the life in an organisation: type and style of communication, working environment, management style, attitude towards people, ethics, tradition, team spirit, sense of belonging, security, challenges, etc. \\ + +\bigskip +The soft areas relate to the so--called \textbf{corporate culture}. The soft areas may be difficult to specify and describe. \\ + +The soft areas are mostly a question of relationships: + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize} +\item How to inspire and motivate each other? +\item How to communicate so that we understand each other? +\item How to create a vision and develop creativity? +\item How to deal with conflicts and critical situations? +\item How to achieve enthusiasm, job satisfaction, pride, tolerance and flexibility? +\item How to create a sense of belonging and team spirit? +\end{itemize} +\end{flushleft} +\end{minipage} + +\begin{center} +\begin{minipage}{0.75\linewidth} +\begin{flushleft} +On the following pages these 14 areas are listed together with a short description of the standards needed in order to inspire the employees to bring their hearts to work. +\end{flushleft} +\end{minipage} +\end{center} + + +\newpage + +% PAGE 6 +\chapter{\Large \textbf{14 factors vital for an Employeeship culture}} + +\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} + +{\large \textbf{1. Mission statement}} + +\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 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} + +\bigskip +{\large \textbf{2. Vision}} + +\begin{itemize}[leftmargin=*] +\item The organisation has a vision: a major, valuable, ambitious goal clearly described as a desirable state achieved at a particular moment of 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 The vision penetrates the life of the organisation, mobilises everyone's energy and creates a fighting spirit for success +\end{itemize} + + +\bigskip +{\large \textbf{3. Organisation}} + +\begin{itemize}[leftmargin=*] +\item The organisation has an organisation chart which is unambiguous and shows who is responsible for what, and who reports to whom +\item All functions, work units, teams and departments have clear goals and key areas (main categories of tasks on which to concentrate in order to achieve results) +\item We have a relatively flat organisation with few layers within its hierarchy +\item Although we have a clear description of roles and responsibilities, we are very flexible. We compile project groups and teams from all levels and work units within the organisation +\end{itemize} + +\bigskip +Read more about organisation charts and key areas in the Claus M{\o}ller's + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} +publication: "Time Manager -- The key to personal effectiveness". \\ + +\bigskip +{\large \textbf{4. "We" culture}} + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item The organisation has a "we culture" and not a "we/they culture" +\item We treat one another with mutual respect and trust regardless of professional and other traditional boundaries (gender, education, belief, culture, nationality, etc.) +\item In the organisation "we" means: staff and managers, head office and branch offices/units, technicians and sales people, full--time employees and part--time employees. +\item We evaluate and reward groups and individuals both on the basis of their own results and their contributions to the overall results +\item In the organisation teams are not put in competitive situations in which one team wins at the expense of another. Teams are inspired to co-ordinate resources to achieve the best overall results for the company +\end{itemize} + +\bigskip +Read more in the Employeeship book about \textbf{"We" culture} on pages 140--145. \\ + +\bigskip +{\large \textbf{5. Management system}} + +\begin{itemize}[leftmargin=*] +\item In the organisation all functions, teams, managers and staff have clear, coordinated goals and key areas of responsibility +\item Responsibilities for functions and tasks are delegated to the right level in the organisation +\item In the organisation delegation is a process which implies responsibility for both the person who delegates and the person to whom tasks are delegated +\item Decisions are made quickly by the people who work specifically with the problems and who have the necessary knowledge and skills +\item We use the principles of "time-based management", i.e. we are flexible, we see time as a decisive strategic +\end{itemize} + +\end{flushleft} +\end{minipage} + +\newpage + +% PAGE 7 +\begin{minipage}[t]{0.43\textwidth} +\begin{flushleft} +\hspace*{0.9\baselineskip}factor, we adapt quickly when facing \hspace*{0.9\baselineskip}new demands \\ + +\vspace*{1.5\baselineskip} +Read more in the Employeeship book about \textbf{Management system} on pages 98--107 (about delegation). Read about goals and key areas in the Claus M{\o}ller publication "Time Manager -- The key to personal effectiveness". \\ + +\bigskip +{\large \textbf{6. Management style}} + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item In the organisation we discourage authoritarian management style, characterised by commands, detailed orders, sanctions, monologues and patronisation +\item Our managers communicate visions and goals to the employees. Everyone is involved in discussions about how to achieve the goals +\item Dialogue is our managers' most important means of involving everyone. We talk with each other, not to or about each other +\item Our managers make a determined effort to create an environment where everybody gets an opportunity to demonstrate what they can do +\item Our employees are empowered and encouraged to take responsibility +\item Our managers gain confidence and respect from others through their competence and people skills. They do not take their position too solemnly and do not need status symbols to demonstrate who or what they are +\end{itemize} + +\vspace*{1.5\baselineskip} +Read more in the Employeeship book about Management style on pages 130--135, 147, 149. \\ + +\bigskip +{\large \textbf{7. Personnel policies}} + +\begin{itemize}[leftmargin=*] +\item In the organisation the personnel policies describe both rules and regulations for the hard areas and frameworks and guidelines for the soft areas +\item We believe that our people are the most important resource. We "Put +\end{itemize} + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.45\textwidth} +\begin{flushleft} +\hspace*{0.9\baselineskip}People First" -- before administration, +\hspace*{0.9\baselineskip}systems and procedures +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item We believe that the development of the organisation builds on the development of the individual employee +\item Our personnel policies are based on the conviction that the relationship between the organisation, and us, the employees, is based on a balance between input and output +\item The organisation does not guarantee us permanent employment, but it takes a lot of responsibility for the good of all employees displaying employeeship +\item We have culture that inspire people to bring out their best. This culture is characterised by openness, honesty, trust, mutual respect, commitment and a genuine interest in helping each other and teaming up +\item The organisation is not a bureaucratic organisation +\item We encourage employees to be "multi-functional" so that everyone can do more than one trade/speciality job, can perform more than one function and can work throughout the organisation and beyond professional boundaries +\end{itemize} + +\bigskip +Read more in the Employeeship book about Personnel policies on pages 148, 158--165. \\ + +\bigskip +{\large \textbf{8. Employment contract}} +\begin{itemize}[leftmargin=*] +\item In the organisation the employment contract contains two parts: the hard and the soft contract +\item The contract contains the organisation's expectations from the employee in the hard areas (the concrete contents of the job) and in the soft areas (commitment, responsibility, loyalty, initiative, flexibility, quality awareness, etc.) +\item The contract contains the employee's expectations from the organisation in both hard and soft areas (recognition, openness towards new ideas, contributory influence, development +\end{itemize} + +\end{flushleft} +\end{minipage} + +\newpage + +% PAGE 8 +\begin{minipage}[t]{0.43\textwidth} +\begin{flushleft} +\hspace*{0.9\baselineskip}opportunities, working environment, \hspace*{0.9\baselineskip}etc.) +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item The contract -- especially the soft part -- is "negotiated" on an ongoing basis and is adjusted either during informal talks or more formal appraisal interviews +\end{itemize} + +\bigskip +Read more in the Employeeship book about Employment contracts on pages 148, 154-156. + +\bigskip +{\large \textbf{9. Remuneration and recognition}} + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item In the organisation the employees are paid a salary that is at least equivalent to the market level +\item The organisation recognises and rewards everybody for displaying Employeeship +\item Everybody gets recognition and rewards for good performance -- also those whose performance is not immediately visible or noticeable (e.g. people who are doing back office or support work) +\item The organisation rewards both team performance and individual performance +\end{itemize} + +\bigskip +Read more about \textbf{Remuneration and recognition}, especially about the importance of recognition, in the publication "My Life Tree", chapter 5, "The environment". + +\bigskip +{\large \textbf{10. Career development}} + +\begin{itemize}[leftmargin=*] +\item The organisation makes a goal--oriented effort to attract and keep competent employees, i.e. people who can and will +\item All employees who can and will are offered more responsibility, freedom of action and new challenges +\item As far as possible we recruit managers from within the organisation +\item Employees who can but will not are motivated, supported and faced with demands +\item New employees who will but cannot yet do it are educated, "tested" and supported +\end{itemize} + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.43\textwidth} +\begin{flushleft} + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item Employees who neither can nor will are transferred or dismissed. The same things happen to those employees who cannot be helped and motivated to be able and willing to do their best +\item The organisation encourages and contributes to the professional and personal development of all its employees +\end{itemize} + +\bigskip +Read more in the Employeeship book about \textbf{Career development}, especially about the "can/will" model, on pages 14--15. + +\bigskip +{\large \textbf{11. Internal communication}} +\begin{itemize}[leftmargin=*] +\item In the organisation the "tone" is relaxed, friendly and humorous +\item The management gives open, honest and timely information to all employees +\item Only promises from management that can be kept are made +\item Everyone in the organisation is asked and listened to. Communication is based on genuine dialogues -- not monologues +\item The switchboard/reception functions as an effective communication centre where they always know when people are available +\item Everyone contributes to effective, internal communication. Whenever a person leaves his/her desk, a message is left as when he/she will be available again. The promise is \\ kept +\item Our meetings are effective and well organised, they start and finish on time and all participants are well prepared, know their roles and active during the meeting +\item We have an effective and efficient e-mail communication +\end{itemize} + +\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} + +\newpage + +% PAGE 9 +\begin{minipage}[t]{0.44\textwidth} +\begin{flushleft} +\renewcommand\labelitemi{\large$\bullet$} +\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 +\item We frequently research employee satisfaction. When an employee gives notice, we investigate why we lost him/her +\item We make regular image surveys of our organisation so that we know what our main stakeholders think and feel about us +\item We have a good "early warning system" that enables us to act before it is too late (so we do not end up as "boiled frogs") +\item We regularly evaluate the organisation's culture, systems and policies +\item The organisation's annual report, in-house magazines, customer/supplier magazines, etc. are not used to glorify the top management. Both the text and illustrations of the publications are about the people of the organisation, their positive energy and their commitment to the development of the organisation +\item We keep informed about the productivity, relations and quality of people and departments +\end{itemize} + +\bigskip +Read more in the Employeeship book about Information system, especially about annual reports, on pages 152--153. + +\bigskip +{\large \textbf{13. Quality policies}} + +\begin{itemize}[leftmargin=*] +\item In The organisation we work with quality on all levels +\begin{itemize} + \item Personal Quality + \item Team Quality + \item Product Quality + \item Service Quality + \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} + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.43\textwidth} +\begin{flushleft} + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\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 +\item We have a complaints policy which makes the customers feel good when they make a complaint. We consider a complaint a gift. +\item The organisation makes a determined effort to maintain a high ethical standard +\item We work with both internal and external customers. I.e. all employees in our organisation have customers +\item We know that our external customers will never experience better service than the service we give our internal customers. +\end{itemize} + +\vspace*{1.5\baselineskip} +You can read more about Quality Policy in Claus M{\o}ller's book "Personal Quality -- The basis of all other quality" and in the Employeeship book, pages 95--97. + +\bigskip +{\large \textbf{14. Learning organisation}} +\begin{itemize}[leftmargin=*] +\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} +\end{minipage} + +\newpage + +% PAGE 10 +\begin{minipage}[t]{0.44\textwidth} +\begin{flushleft} +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\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 +\end{itemize} + +\end{flushleft} +\end{minipage}% +%second column +\noindent\hspace{0.1\linewidth}\begin{minipage}[t]{0.44\textwidth} +\begin{flushleft} + +\renewcommand\labelitemi{\large$\bullet$} +\begin{itemize}[leftmargin=*] +\item Ideas and creative suggestions for improvement from the employees are welcome, expected and appreciated +\item All employees are encouraged to develop their personal competence on a professional and personal level. Initiatives for personal development are rewarded -- visibly and noticeably +\item We do not just learn enough to survive as an organisation. We acquire knowledge, both inside the organisation and in our external dealings with other organisations, in order to develop and secure the future of the organisation! +\end{itemize} + +\bigskip +Read more in the Employeeship book about Learning company on pages 168--171. + +\end{flushleft} +\end{minipage} + + +% PAGE 11 +\begin{center} +\chapter{\Large How to interpret the graphs} +\end{center} + +\begin{center} +\begin{minipage}{0.7\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] + + +The management assesses and evaluates the total result from the "Organisational Employeeship Meter". \\ + +\bigskip +A good rule of thumb is that improvements should be made in a factor if: +\renewcommand\labelitemi{\large$\bullet$} +\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} +\end{center} + + +\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{Employeeship systems and policies}} +\endgroup + + +% \end{document} \ No newline at end of file diff --git a/admin/survey/pChart/preview/color1ka.png b/admin/survey/pChart/preview/color1ka.png new file mode 100644 index 000000000..cb7929b4c Binary files /dev/null and b/admin/survey/pChart/preview/color1ka.png differ diff --git a/admin/survey/pChart/preview/color3.png b/admin/survey/pChart/preview/color3.png index 2d850eab2..534b8a217 100644 Binary files a/admin/survey/pChart/preview/color3.png and b/admin/survey/pChart/preview/color3.png differ diff --git a/admin/survey/script/charts.js b/admin/survey/script/charts.js index 7d09b8adc..d55062e65 100644 --- a/admin/survey/script/charts.js +++ b/admin/survey/script/charts.js @@ -306,6 +306,9 @@ function chartAdvancedSettingsSetColor (skin) { else{ switch(skin){ + case '1ka': + colors = ["#1e88e5", "#ffa608", "#48e5c2", "#f25757", "#754668", "#f8ca00", "#ff70a6"]; + break; case 'lively': colors = ["#e9090d", "#0417e3", "#00ff08", "#fff703", "#ff9500", "#00fbff", "#a600ff"]; break; @@ -322,7 +325,7 @@ function chartAdvancedSettingsSetColor (skin) { colors = ["#a8bc38", "#b8c948", "#c8d658", "#d8e468", "#e8e178", "#ffff00", "#e803b6"]; break; case 'blue': - colors = ["#527c94", "#0a8ea6", "#76a0b8", "#89b3cb", "#9bc5dd", "#ffff00", "#e803b6"]; + colors = ["#1e88e5", "#4f97ea", "#6ea6ee", "#89b5f3", "#a2c4f7", "#bad3fb", "#d1e3ff"]; break; case 'red': colors = ["#ff0000", "#dc0202", "#b90404", "#960606", "#730808", "#ffff00", "#e803b6"]; diff --git a/admin/survey/script/custom_column_label_option.js b/admin/survey/script/custom_column_label_option.js index 077b61961..1a82da438 100644 --- a/admin/survey/script/custom_column_label_option.js +++ b/admin/survey/script/custom_column_label_option.js @@ -36,24 +36,28 @@ function change_custom_column_label_option(size, spremenljivka, value){ if(size % 3 == 0){ //ce je velikost deljiva s 3, spoji vsako tretjino label var colspan_calc_1 = colspan_calc_2 = colspan_calc_3 = size / 3; var g_middle = 'g_'+(1 + size / 3); - }else if(size % 3 == 1){ //ce pri deljenju z 3 je ostanek 1 + } + else if(size % 3 == 1){ //ce pri deljenju z 3 je ostanek 1 var colspan_calc_1 = colspan_calc_2 = parseInt(size / 3); var colspan_calc_3 = parseInt(size / 3) + 1; - var g_middle = 'g_'+(1 + parseInt(size / 3)); - }else if(size % 3 == 2){ //ce pri deljenju z 3 je ostanek 2 + var g_middle = 'g_'+(1 + Math.ceil(size / 3)); + } + else if(size % 3 == 2){ //ce pri deljenju z 3 je ostanek 2 var colspan_calc_1 = colspan_calc_2 = 1 + parseInt(size / 3); var colspan_calc_3 = parseInt(size / 3); - var g_middle = 'g_'+(size % 3 + parseInt(size / 3)); + var g_middle = 'g_'+(2 + parseInt(size / 3)); } - + $('.grid_naslovi_'+spremenljivka+' > td').each(function(){ //preleti labele var grd = $(this).attr('grd'); - if(String(grd) != 'g_1' && String(grd) != g_last && String(grd) != g_middle){ //ce ni prva ali zadnja labela oz. vmesnim labelam, + + if(String(grd) != 'g_1' && String(grd) != g_last && String(grd) != g_middle){ //ce ni prva ali zadnja labela oz. vmesnim labelam, if(grd !== undefined){ $(this).children().text(""); //odstrani tekst $(this).remove(); //odstrani celico } - } + } + if(String(grd) == 'g_1'){ //ce je prva labela, $(this).attr('colspan', colspan_calc_1); //razsiri celico oz. spoji z ostalimi prostimi celicami za tole skupino label $(this).attr('style', 'text-align: left'); //tekst koncne skupine label poravnaj levo diff --git a/admin/survey/script/js-lang.php b/admin/survey/script/js-lang.php index 0f2caf127..53cd84b12 100644 --- a/admin/survey/script/js-lang.php +++ b/admin/survey/script/js-lang.php @@ -187,6 +187,8 @@ lang('srv_newSurvey_survey_template_error'); lang('srv_checkbox_min_limit_error_msg'); lang('srv_heatmap_radius'); lang('srv_delete_testdata_warning'); +lang('srv_alert_upload_size'); +lang('srv_alert_upload_ext'); //LOKACIJA diff --git a/lang/1.php b/lang/1.php index 567295a6a..7b2d2260d 100644 --- a/lang/1.php +++ b/lang/1.php @@ -2021,7 +2021,9 @@ $lang = array ( "srv_remind_preview" => "V nastavitvah desno zgoraj (+) lahko izklopite preverjanje opozoril in pogojev.", "srv_alert_show_missing" => "Prikaži opcijo \"Ne vem\" ob opozorilu", "srv_alert_show_missing_98" => "Prikaži opcijo \"Zavrnil\" ob opozorilu", - "srv_alert_show_missing_97" => "Prikaži opcijo \"Neustrezno\" ob opozorilu", + "srv_alert_show_missing_97" => "Prikaži opcijo \"Neustrezno\" ob opozorilu", + "srv_alert_upload_size" => "Naložena datoteka je prevelika! Največja dovoljena velikost je 20 MB.", + "srv_alert_upload_ext" => "Naložen tip datoteke ni dovoljen!", "srv_dostop" => "Anketo lahko ureja avtor in vsi", "srv_izpolnjujejo" => "Anketo lahko izpolnjujejo", "srv_dostop_users" => "Uporabniki, ki lahko urejajo anketo", @@ -4580,6 +4582,7 @@ $lang = array ( "srv_chart_3d_pie" => "3D strukturni krog", "srv_chart_right_scale" => "Desne labele", "srv_chart_skin" => "Barva", + "srv_chart_skin_1ka" => "1KA", "srv_chart_skin_0" => "Živahna", "srv_chart_skin_1" => "Blaga", "srv_chart_skin_2" => "Zelena", @@ -5177,7 +5180,8 @@ $lang = array ( "srv_opozorilo_vprasanja" => 'Opozorilo vprašanja', "srv_odgovori_vprasanja" => 'Odgovori vprašanja', "srv_kategorije_vprasanja" => 'Kategorije vprašanja', - "srv_kategorije_odgovorov" => 'Kategorije odgovorov', + "srv_kategorije_odgovorov" => 'Kategorije odgovorov', + "srv_kategorije_odgovorov_title" => 'Uredi kategorijo', "srv_podvprasanja" => 'Podvprašanja', "srv_manjkajoce_vrednosti" => 'Manjkajoče vrednosti', "srv_manjkajoce_vrednosti2" => 'Nevsebinski in manjkajoči odgovori', diff --git a/lang/2.php b/lang/2.php index afa359550..b2007126b 100644 --- a/lang/2.php +++ b/lang/2.php @@ -2008,7 +2008,9 @@ $lang = array ( "srv_remind_preview" => "You can turn off alert and condition checking in settings in the top right corner (+).", "srv_alert_show_missing" => "Show option \"Don\'t know\" on alert", "srv_alert_show_missing_98" => "Show option \"Refused\" on alert", - "srv_alert_show_missing_97" => "Show option \"Invalid\" on alert", + "srv_alert_show_missing_97" => "Show option \"Invalid\" on alert", + "srv_alert_upload_size" => "Uploaded file is too large! Maximum file size is 20 MB.", + "srv_alert_upload_ext" => "Uploaded file type is not allowed!", "srv_dostop" => "Survey can be edited by", "srv_izpolnjujejo" => "Survey can be answered by", "srv_dostop_users" => "Users who can edit survey", @@ -4552,7 +4554,8 @@ $lang = array ( "srv_chart_num_limit_warning2" => "Warning! Minimum is not greater than previous maximum.", "srv_chart_3d_pie" => "3D pie chart", "srv_chart_right_scale" => "Right labels", - "srv_chart_skin" => "Skin", + "srv_chart_skin" => "Skin", + "srv_chart_skin_1ka" => "1KA", "srv_chart_skin_0" => "Lively", "srv_chart_skin_1" => "Mild", "srv_chart_skin_2" => "Green", diff --git a/main/survey/app/Controllers/Vprasanja/TextController.php b/main/survey/app/Controllers/Vprasanja/TextController.php index f6a463033..ca4b26600 100644 --- a/main/survey/app/Controllers/Vprasanja/TextController.php +++ b/main/survey/app/Controllers/Vprasanja/TextController.php @@ -776,7 +776,12 @@ class TextController extends Controller // Upload elseif ($row['upload'] == 1) { - echo ' '; + echo ''; } //Fotografiranje diff --git a/main/survey/app/Models/SaveSurvey.php b/main/survey/app/Models/SaveSurvey.php index 0b0857c31..1692533b6 100644 --- a/main/survey/app/Models/SaveSurvey.php +++ b/main/survey/app/Models/SaveSurvey.php @@ -785,13 +785,25 @@ class SaveSurvey extends Model // posebej pohendlamo upload datotek ali fotografijo, ce je respondent uporoabil navadni upload slike if ($row['upload'] == 1 || ($row['upload'] == 2 && !$_POST['foto_vrednost_' . $row['id'] . '_kos_' . $row1['id']])) { - //$filename = get('usr_id') . '_' . $_FILES['vrednost_'.$row['id'].'_kos_'.$row1['id']]["name"]; - $path_parts = pathinfo($_FILES['vrednost_' . $row['id'] . '_kos_' . $row1['id']]["name"]); - $ext = $path_parts['extension']; - $name = substr($path_parts['filename'], 0, 25); - // Ce imamo izbran file - if (strlen($name) > 0) { + $path_parts = pathinfo($_FILES['vrednost_' . $row['id'] . '_kos_' . $row1['id']]["name"]); + $ext = $path_parts['extension']; + $name = substr($path_parts['filename'], 0, 25); + + $file_allowed = true; + + // Preverimo ce je file type dovoljen (prava koncnica) + if( !in_array(strtolower($ext), array("jpeg", "jpg", "png", "gif", "pdf", "doc", "docx", "xls", "xlsx")) ){ + $file_allowed = false; + } + + // Preverimo ce je file velikost ok + if( (int)(filesize($_FILES['vrednost_' . $row['id'] . '_kos_' . $row1['id']]["tmp_name"]) / 1024 / 1024) > 16 ){ + $file_allowed = false; + } + + // Ce imamo izbran file in je ok koncnica in velikost + if (strlen($name) > 0 && $file_allowed) { $filename = get('usr_id') . '_' . $name . '.' . $ext; move_uploaded_file($_FILES['vrednost_' . $row['id'] . '_kos_' . $row1['id']]["tmp_name"], 'uploads/' . $filename); @@ -800,7 +812,8 @@ class SaveSurvey extends Model //pri fotografiji naredi tukaj da zbrise iz mape uploads morebitno prejsnjo sliko narejeno z webcam (lahko, da sta razlicna exstensiona in se ne povozi) sisplet_query("INSERT INTO srv_data_upload (ank_id, usr_id, code, filename) VALUES ('" . get('anketa') . "', '" . get('usr_id') . "', '$vrednost', '$filename')"); - } // Ni bil nalozen noben file + } + // Ni bil nalozen noben file else { $vrednost = ''; } diff --git a/main/survey/js/custom_column_label_respondent.js b/main/survey/js/custom_column_label_respondent.js index 51fe9473c..6d43f3c5a 100644 --- a/main/survey/js/custom_column_label_respondent.js +++ b/main/survey/js/custom_column_label_respondent.js @@ -55,11 +55,11 @@ function change_custom_column_label_respondent(size, spremenljivka, value){ }else if(size % 3 == 1){ //ce pri deljenju z 3 je ostanek 1 var colspan_calc_1 = colspan_calc_2 = parseInt(size / 3); var colspan_calc_3 = parseInt(size / 3) + 1; - var middle = 1 + parseInt(size / 3); + var middle = 1 + Math.ceil(size / 3); }else if(size % 3 == 2){ //ce pri deljenju z 3 je ostanek 2 var colspan_calc_1 = colspan_calc_2 = 1 + parseInt(size / 3); var colspan_calc_3 = parseInt(size / 3); - var middle = size % 3 + parseInt(size / 3); + var middle = 2 + parseInt(size / 3); } $('#spremenljivka_'+spremenljivka+' table.grid_table > thead > tr > td.category').each(function(){ //preleti labele diff --git a/main/survey/js/script.js b/main/survey/js/script.js index 81f4eb678..211ffce2d 100644 --- a/main/survey/js/script.js +++ b/main/survey/js/script.js @@ -1893,3 +1893,37 @@ function gridRepeatHeader(repeat_every, spr_id){ }); } } + + +// Preverimo upload file omejitve +function checkUpload(upload){ + + // Max file size (mb) + let maxSize = 16; + + // Get file size + let fileSize = Math.round(( upload.files[0].size / 1024 / 1024 )); + + // File is too large + if(fileSize > maxSize){ + $(upload).val(null); + alert(lang["srv_alert_upload_size"]); + } + + + // File extensions allowed + let extAllowed = ["jpeg", "jpg", "png", "gif", "pdf", "doc", "docx", "xls", "xlsx"]; + + // Get file ext + let fileNameFull = upload.files[0].name; + let lastDot = fileNameFull.lastIndexOf('.'); + + let fileName = fileNameFull.substring(0, lastDot); + let fileExt = fileNameFull.substring(lastDot + 1).toLowerCase(); + + // Wrong file extension + if(!extAllowed.includes(fileExt)){ + $(upload).val(null); + alert(lang["srv_alert_upload_ext"]); + } +} diff --git a/main/survey/skins/1045_1kaBlue.css b/main/survey/skins/1045_1kaBlue.css new file mode 100644 index 000000000..c144e30ef --- /dev/null +++ b/main/survey/skins/1045_1kaBlue.css @@ -0,0 +1,529 @@ +/* + Default tema ankete - 1ka - Modra barva +*/ +/* Barve */ +/* Import osnovne postavitve */ +/* + Osnovna tema ankete - 1ka - brez definiranih barv +*/ +/* Fonti */ +body { + margin: 0; + padding: 0; + color: #505050; + font-size: 100%; + font-family: Montserrat, Arial, Sans-Serif !important; + background: #ffffff; +} + +body.preview, body.testdata { + margin-top: 26px; +} + +#outercontainer { + width: 100%; + margin: 0 auto; +} +#outercontainer .outercontainer_header { + position: absolute; + width: 100%; + height: 80px; + border-bottom: 6px #1e88e5 solid; +} +#outercontainer #container { + position: relative; + width: 100%; + max-width: 1200px; + margin: 0px auto 10px; +} + +/* Warning bar (preview, cookie) */ +#cookie_alert, +#test_alert { + height: 26px; + font-size: 15px; + line-height: 25px; + color: #ffffff; + background-color: #ffa608; + border-bottom: 1px solid #ffa608; +} +#cookie_alert a, +#test_alert a { + text-decoration: none; + font-weight: bold; + color: #ffffff; +} +#cookie_alert a:hover, +#test_alert a:hover { + text-decoration: underline; +} +#cookie_alert span, +#test_alert span { + color: #ffffff; +} +#cookie_alert span a, +#test_alert span a { + color: #ffffff; + font-weight: normal; +} + +/* Header - logo, naslov, progressbar */ +h1 { + margin: 0px auto 30px; + padding: 120px 0 50px 0; + font-size: 28px; + color: #1e88e5; + text-align: center; + border-bottom: 1px solid #ddeffd; +} + +h1.evalvacija { + margin-bottom: 0; +} + +#logo { + right: auto; + left: 25px; + top: 13px; + max-height: 56px !important; + background: url("../../../public/img/logo/1ka_slo.svg"); + background-repeat: no-repeat !important; + background-size: auto 100% !important; +} +#logo a { + width: 250px; + height: 56px; +} + +#logo.english { + background: url("../../../public/img/logo/1ka_eng.svg"); +} + +.header_settings_holder { + top: 0px; + right: 20px; + left: auto; +} +.header_settings_holder .progress_bar span { + float: left !important; + /* ie6,7 doesnt support inline-block */ + display: block; + width: 20px; + font-size: 11px; + color: #6D87AF; +} +.header_settings_holder .progress_bar div { + height: 10px; + width: 130px; + padding: 2px; + margin: 0 5px; + border: 1px #cccccc solid; + background-color: #ffffff; +} +.header_settings_holder .progress_bar div span { + height: 10px; + background-color: #1e88e5; +} +.header_settings_holder .progress_bar p a { + color: #1e88e5; + text-decoration: none; +} +.header_settings_holder .progress_bar p a:hover { + color: #ffa608; +} +.header_settings_holder .continue_later_setting a { + color: #1e88e5; +} +.header_settings_holder .continue_later_setting a:hover { + color: #ffa608; +} +.header_settings_holder .tawk_chat a { + color: #1e88e5; +} +.header_settings_holder .tawk_chat a:hover { + color: #ffa608; +} + +/* Spremenljivke */ +.spremenljivka { + margin: 20px 10px 20px 10px; + padding: 20px 2px 50px 12px !important; + border-bottom: 1px #ddeffd solid; +} +.spremenljivka .naslov { + padding: 5px 0 15px 5px; + font-size: 18px; + font-weight: 600; +} +.spremenljivka .naslov .spremenljivka_info { + font-size: 14px; + font-weight: 400; + padding-top: 7px; +} +.spremenljivka .sequence_number { + background-color: #ddeffd; + color: #42A5F5; +} +.spremenljivka .sequence_number:hover { + background-color: #add8fb; +} +.spremenljivka .sequence_number.active { + background-color: #42A5F5; + color: #ffffff; +} +.spremenljivka .counter { + font-size: 18px; +} +.spremenljivka #dynamic_count { + color: #1e88e5; +} +.spremenljivka .arrow { + color: #1e88e5; +} +.spremenljivka .arrow:hover { + color: #ffa608; +} + +.spremenljivka.limited { + outline: 1px #F15A24 solid; +} + +.required, .required_require, .required_limit { + outline: 1px #F15A24 solid; +} + +div.variabla, +td.variabla, +td.question, +td.differential, +.variabla_sum label { + font-size: 14px; +} + +div.variable_holder { + padding: 10px 0 0 0; +} +div.variable_holder thead, +div.variable_holder tr.table-header { + font-weight: normal; + font-size: 14px; +} +div.variable_holder thead td, +div.variable_holder tr.table-header td { + padding: 10px 5px; +} + +table.grid_table thead tr td { + border-bottom: 2px #42A5F5 solid; +} +table.grid_table thead tr.middle_row td { + border-top: 2px #42A5F5 solid; +} +table.grid_table tbody tr.table-header td { + border-bottom: 2px #42A5F5 solid; + border-top: 2px #42A5F5 solid; + background-color: #ffffff; +} +table.grid_table tbody tr:nth-child(2n+1) { + background-color: #ffffff; +} +table.grid_table tbody tr:nth-child(2n) { + background-color: #ddeffd; +} +table.grid_table td { + padding: 10px 10px; +} + +span.reminder { + left: 3px; +} + +/* Textboxi, textarea, select */ +input, textarea, select { + font-family: Montserrat, Arial, Sans-Serif !important; +} + +input[type=text], textarea, select { + padding: 10px 15px; + border-radius: 3px; + border: 1px solid #d1d1d1; + border-radius: 3px; + background-color: #fff; +} + +/* ranking */ +.dropzone { + border-top: 1px #ddeffd solid; + margin-top: 12px; + padding-top: 17px; +} + +table.ranking_table ul { + margin-top: 19px; +} + +.ranking, +.ranking_long, +.handle, +.handle_long, +.ime, +.izbran, +.frame_ranking, +.frame_ranking_hover, +.frame_dropping, +.frame_dropping_hover, +.frame_moving { + font-size: 13px; + padding: 7px 10px 9px; + border: 2px solid #1e88e5; + background-color: #ffffff; +} + +.ranking:hover { + background-color: #f5fafe; +} + +div.variable_holder .frame_ranking_hover { + border: 2px #1e88e5 solid; + background-color: #ddeffd; +} + +div.variable_holder .frame_ranking, +div.variable_holder .frame_moving, +div.variable_holder .frame_dropping, +div.variable_holder .frame_dropping_hover { + text-indent: -35px; + border: 2px #42A5F5 solid; + background-color: #ddeffd; +} + +table.ranking_table b { + font-size: 13px; + font-weight: 600; +} + +/* Photo upload button */ +button.record_foto { + border: 2px solid #1e88e5; +} +button.record_foto::before { + color: #1e88e5; +} +button.record_foto:hover, button.record_foto:focus { + border-color: #ffa608; +} +button.record_foto:hover::before, button.record_foto:focus::before { + color: #ffa608; +} + +/* Koledar */ +.ui-datepicker { + font-size: 14px; +} + +button.ui-datepicker-trigger { + color: #1e88e5; +} +button.ui-datepicker-trigger:hover, button.ui-datepicker-trigger:focus { + color: #ffa608; +} + +/* Slider */ +.grupa .spremenljivka .ui-slider-pips .ui-slider-pip { + color: #505050; +} +.grupa .spremenljivka .slider.ui-widget-content { + /*background-color: $color_light !important;*/ + background-image: none !important; + border: 0; +} +.grupa .spremenljivka .ui-slider-horizontal { + height: 8px; +} +.grupa .spremenljivka .ui-slider-handle { + cursor: pointer; + height: 10px !important; + width: 18px !important; + margin-top: 1px; + border: 0; + border-radius: 15px 15px !important; + background-color: #1e88e5 !important; + background-image: none !important; +} +.grupa .spremenljivka .ui-slider-handle:active { + background-color: #1e88e5 !important; +} +.grupa .spremenljivka .sliderText { + padding-top: 2px; + color: #505050; + background-color: #42A5F5; + border: 0; +} +.grupa .spremenljivka .sliderText::after { + border-color: #42A5F5 transparent; +} + +/* Warning levo od vprasanja */ +.validation_alert { + position: absolute; + z-index: 51; + top: 20px; + left: -150px; + width: 130px; + min-height: 29px; + margin: 0; + text-align: center; + font-size: 11px; + line-height: 14px; + background-color: #ddeffd; + border: 2px solid red; + padding: 4px 7px; + border-radius: 4px; + box-shadow: none; +} + +/* Gumbi na dnu */ +div.buttons { + padding: 20px 20px 35px; + margin: 0 10px; +} +div.buttons input { + cursor: pointer; + margin: 8px 10px; + /*padding: 7px 11px;*/ + padding: 10px 20px; + text-align: center; + font-size: 12px; + letter-spacing: 1px; + font-weight: 600; + color: #FFFFFF; + border-radius: 20px; + border: 0; +} +div.buttons input.next { + background-color: #1e88e5; + border: 1px solid #1e88e5; +} +div.buttons input.next:hover, div.buttons input.next:focus { + background-color: #ffa608; + border: 1px solid #ffa608; +} +div.buttons input.prev { + color: #1e88e5; + background-color: #fff; + border: 1px solid #1e88e5; +} +div.buttons input.prev:hover, div.buttons input.prev:focus { + color: #fff; + background-color: #1e88e5; +} + +/* Footer */ +#footer_survey { + padding: 40px; + background-color: #ffffff; + border-top: 1px #ddeffd solid; +} +#footer_survey p, #footer_survey a, #footer_survey a:visited { + color: #505050; + font-size: 14px; + line-height: 25px; + font-weight: 400; + text-decoration: none; +} +#footer_survey a:hover, #footer_survey a:active { + text-decoration: none; +} + +/* awesome radio in checkboxi */ +input[type=checkbox] + span.enka-checkbox-radio, +input[type=radio] + span.enka-checkbox-radio, +.custom_radio_picture.obarvan > label > span.enka-custom-radio:before, +.visual-radio-scale.checked .enka-vizualna-skala { + color: #42A5F5; + font-size: 20px; + vertical-align: -1px; +} + +input[type=checkbox]:focus + span.enka-checkbox-radio:before, +input[type=radio]:focus + span.enka-checkbox-radio:before, +input[type=radio]:focus + span.enka-custom-radio:before, +input[type=radio]:focus + span.enka-vizualna-skala::before { + color: #0965ae; +} + +input[type=text]:focus, +input[type=number]:focus, +input[type=email]:focus, +input[type=password]:focus, +textarea:focus { + border-color: #42A5F5; +} + +/* Ranking drag drop */ +.drag_and_drop { + top: -9px; + left: -12px; +} + +.drag_and_drop_right { + top: -9px !important; + left: -12px !important; +} + +.frame_dropping_titles { + width: 240px; + padding: 5px; + margin: 0px auto 0px auto; + height: 15px; + text-align: center; + background-color: #FFFFFF; + border-top: 2px solid #b9c5d9; + border-left: 2px solid #b9c5d9; + border-right: 2px solid #b9c5d9; + font-size: 13px; +} + +.drag_and_drop_box { + top: -9px; + left: -12px; +} +.drag_and_drop_box img { + display: block; + margin-left: auto; + margin-right: auto; +} + +.drag_and_drop_box_right { + top: 19px !important; + left: -12px !important; +} + +.drag_and_drop_box_right_after_refresh { + /*top: 44px!important;*/ + left: -12px !important; +} + +.drag_and_drop_box_right_over { + left: -12px !important; +} + +.frame_dropping_titles_box { + width: 240px; + padding: 5px; + margin: 0px auto 0px auto; + height: 15px; + text-align: center; + background-color: #FFFFFF; + font-size: 13px; +} + +.frame_dropping { + padding: 7px 10px 9px; +} + +.frame_dropping_box { + padding: 7px 10px 9px; +} + +/*# sourceMappingURL=1kaBlue.css.map */ diff --git a/public/css/admin.css b/public/css/admin.css index aa5a5503c..c4422416a 100644 --- a/public/css/admin.css +++ b/public/css/admin.css @@ -8175,6 +8175,7 @@ span.faicon.inv_unsubscribed_1::before { } #fade .popup_holder .divPopUp h2, #fade .popup_holder .divPopUp .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -8502,6 +8503,7 @@ body.waitlong #loading { } .qtip h2, .qtip .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -8663,6 +8665,7 @@ body.waitlong #loading { } .expanded-tooltip h2, .expanded-tooltip .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -8981,12 +8984,12 @@ body.waitlong #loading { bottom: 0; left: 0; right: 0; - margin-bottom: 80px; + margin-bottom: 40px; overflow: auto; } #calculation #condition_editing_close { float: right; - margin: 20px 20px 20px 0; + margin: 40px 20px 20px 0; } #calculation #bottom_space { bottom: 0; @@ -9031,6 +9034,7 @@ body.waitlong #loading { } #check_pogoji h2, #check_pogoji .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -9129,6 +9133,7 @@ body.waitlong #loading { } #dropped_alert h2, #dropped_alert .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -9241,6 +9246,7 @@ body.waitlong #loading { } #popup_user_access h2, #popup_user_access .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -9465,6 +9471,7 @@ and open the template in the editor. } #div_export_setting_show h2, #div_export_setting_show .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -10578,6 +10585,7 @@ and open the template in the editor. } #preview_spremenljivka h2, #preview_spremenljivka .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -12714,6 +12722,7 @@ table#surveyList_new tr.sl_header_new td.col10 { } #survey_list_info h2, #survey_list_info .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -13228,6 +13237,7 @@ li.sortable_noGroup { } #vrednost_edit.edit_user h2, #vrednost_edit.edit_user .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -15143,6 +15153,7 @@ and open the template in the editor. } #vrednost_edit h2, #vrednost_edit .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -15834,8 +15845,8 @@ and open the template in the editor. } #calculation_editing_calculations { - min-height: 40px; - padding: 10px; + /*min-height: 40px;*/ + padding: 0 0 10px 0; } #calculation_editing_calculations span.calculations_display { font-size: 20px; @@ -17572,6 +17583,7 @@ and open the template in the editor. } #inv_recipient_edit h2, #inv_recipient_edit .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -18492,6 +18504,7 @@ div.inv_step.active a span.circle { } #inv_view_arch_recipients h2, #inv_view_arch_recipients .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -18663,6 +18676,7 @@ div.inv_step.active a span.circle { } #inv_recipients_profile_name h2, #inv_recipients_profile_name .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -18828,6 +18842,7 @@ div.inv_step.active a span.circle { } #inv_delete_rec_confirm h2, #inv_delete_rec_confirm .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -19092,6 +19107,7 @@ div.listAccess_uid { } #inv_upload_list h2, #inv_upload_list .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -20001,6 +20017,7 @@ and open the template in the editor. } .coding-refresh h2, .coding-refresh .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -20100,6 +20117,7 @@ and open the template in the editor. } #coding h2, #coding .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -20232,6 +20250,7 @@ ul.recode_number_sort li { } .floatRecodeSpremenljivka h2, .floatRecodeSpremenljivka .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -20373,6 +20392,7 @@ table#recode_table tr.border_top_lite { } #question_recode h2, #question_recode .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -21449,6 +21469,7 @@ and open the template in the editor. } #surveyTrajanje h2, #surveyTrajanje .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -21869,6 +21890,7 @@ and open the template in the editor. } #survey_archive_note h2, #survey_archive_note .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -24063,6 +24085,7 @@ table.analysis_reports tr td a { } #newCReportProfile h2, #newCReportProfile .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -24744,6 +24767,7 @@ and open the template in the editor. } .mc_table_settings h2, .mc_table_settings .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -24897,6 +24921,7 @@ and open the template in the editor. } #newMCTable h2, #newMCTable .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -25000,6 +25025,7 @@ and open the template in the editor. } #renameMCTable h2, #renameMCTable .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -25103,6 +25129,7 @@ and open the template in the editor. } #deleteMCTable h2, #deleteMCTable .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; @@ -27481,6 +27508,7 @@ div.theme_label.span_theme_current img { } #theme-editor #picker h2, #theme-editor #picker .divPopUp_top { + max-width: 95%; margin-top: 0px; margin-bottom: 20px; font-size: 20px; diff --git a/resources/sass/admin/branching/questions/calculation.scss b/resources/sass/admin/branching/questions/calculation.scss index 61b5e1eaa..24f97b379 100644 --- a/resources/sass/admin/branching/questions/calculation.scss +++ b/resources/sass/admin/branching/questions/calculation.scss @@ -29,9 +29,10 @@ and open the template in the editor. #calculation_editing_calculations { - min-height: 40px; - padding: 10px; - span.calculations_display { + /*min-height: 40px;*/ + padding: 0 0 10px 0; + + span.calculations_display { font-size: 20px; } } \ No newline at end of file diff --git a/resources/sass/admin/popup/basic.scss b/resources/sass/admin/popup/basic.scss index 09e8d9d27..f24e6e00d 100644 --- a/resources/sass/admin/popup/basic.scss +++ b/resources/sass/admin/popup/basic.scss @@ -41,6 +41,7 @@ h2, .divPopUp_top{ + max-width: 95%; margin-top: 0px; margin-bottom: 20px; diff --git a/resources/sass/admin/popup/settings.scss b/resources/sass/admin/popup/settings.scss index b007ca0bb..0515c6c28 100644 --- a/resources/sass/admin/popup/settings.scss +++ b/resources/sass/admin/popup/settings.scss @@ -196,12 +196,12 @@ bottom: 0; left: 0; right: 0; - margin-bottom: 80px; + margin-bottom: 40px; overflow: auto; } #condition_editing_close { float: right; - margin: 20px 20px 20px 0; + margin: 40px 20px 20px 0; } #bottom_space { bottom: 0; diff --git a/sql/update2.sql b/sql/update2.sql index e7d8f7ad7..7cbb8ca8a 100644 --- a/sql/update2.sql +++ b/sql/update2.sql @@ -9278,3 +9278,7 @@ INSERT INTO srv_module (module_name, active) VALUES ('evoli_organizational_emplo #UPDATE srv_module SET active='1' WHERE module_name = 'evoli_organizational_employeeship_meter'; UPDATE misc SET value='20.07.29' WHERE what="version"; + +UPDATE srv_user_setting_for_survey SET value = '1ka' WHERE what = 'default_chart_profile_skin' AND value = '1ka'; + +UPDATE misc SET value='20.08.10' WHERE what="version";