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Typus
BauernOpfer
Bearbeiter
Hindemith
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 74, Zeilen: 1ff (entire page)
Quelle: IBM 2007
Seite(n): 7, Zeilen: 1 ff.
[At IBM, they’ve] begun their own journey toward this new model, toward empowering and enabling employees to make decisions and to act. They call it “lowering the center of gravity” of the company that is, trusting IBM-employees and pushing decision-making authority out and down. This has changed – with Palmisano - everything from how they manage client relationships and to their approach to employee learning. It has also changed how they think about volunteerism. On demand Community, for example, encourages and equips IBM-employees and retirees to be effective and engaged volunteers in their communities. They have contributed more than 6 million hours since the program launched in 2003, and On demand Community marked its 100,000th registrant in 2007. More choice, more control, more responsibility in the hands of the people who are in the best position to call the shots - not headquarters, but the individual employee. They took another step in 2007 with the introduction of something they call the IBM Global Citizen’s Portfolio. This new framework is aimed at enabling current and future IBM-employees to position themselves advantageously as global professionals and global citizens. There are initial programs focused on skills, leadership development and career transitions. They’re convinced this is the right path forward for individuals, communities and organizations, but they know it will require some unconventional approaches innovations that will be every bit as meaningful as the discoveries coming out of the labs. But, then, that’s exactly the kind of challenge their employees were thinking about when we [sic!] came together to shape our core values four years ago, including “Innovation that matters for our company and for the world.” The 2007 report describes how this new model of global citizenship and the values on which it rests are shaping IBM’s point of view on corporate responsibility in the 21st century. At IBM, we’ve begun our own journey toward this new model, toward empowering and enabling our people to make decisions and to act. We call it “lowering the center of gravity” of the company — that is, trusting IBMers and pushing decision-making authority out and down. This has changed everything from how we manage our client relationships, to our R&D, to our approach to employee learning. It has also changed how we think about volunteerism. On Demand Community, for example, encourages and equips IBMers and retirees to be effective and engaged volunteers in their communities. They have contributed more than 6 million hours since the program launched in 2003, and On Demand Community marked its 100,000th registrant in 2007. More choice, more control, more responsibility in the hands of the people who are in the best position to call the shots — not headquarters, but the individual IBMer.

We took another step in 2007 with the introduction of something we call the IBM Global Citizen’s Portfolio. This new framework is aimed at enabling current and future IBMers to position themselves advantageously as global professionals and global citizens. You can read about its initial programs — focused on skills, leadership development and career transitions — in this report.

We’re convinced this is the right path forward for individuals, communities and organizations, but we know it will require some unconventional approaches — innovations that will be every bit as meaningful as the discoveries coming out of our labs. But, then, that’s exactly the kind of challenge IBMers were thinking about when we came together to shape our core values four years ago, including “Innovation that matters — for our company and for the world.”

This report describes how this new model of global citizenship and the values on which it rests are shaping IBM’s point of view on corporate responsibility in the 21st century.

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The source is only mentioned on the previous page.

Note that the replacement "we" --> "they" has not been done consistently: "But, then, that’s exactly the kind of challenge their employees were thinking about when we [sic!] came together to shape our core values four years ago"

Sichter
(Hindemith), SleepyHollow02

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