cooperate and lead (Q3530386): Difference between revisions
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(Created claim: summary (P836): The Bergische Diakonie has 128 motivated managers (FÜK), but not a cooperatively developed management system. However, this requires them to adapt 1760 employees to constantly new challenges and to secure high-quality jobs. A current challenge such as the support and integration of refugees in the region requires cooperative organisational and networking structures both internally and externally. In the same way, this applies increasingly to all...) |
(Changed label, description and/or aliases in en: translated_label) |
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Revision as of 17:47, 17 November 2021
Project Q3530386 in Germany
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | cooperate and lead |
Project Q3530386 in Germany |
Statements
6 January 2016
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31 May 2019
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Bergische Diakonie Aprath
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51°17'25.19"N, 7°2'47.87"E
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51°17'25.19"N, 7°2'47.87"E
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42489
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Die Bergische Diakonie verfügt über 128 motivierte Führungskräfte (FüK), aber nicht über ein kooperativ entwickeltes Führungssystem. Das aber benötigt sie, um 1760 Mitarbeiter auf permanent neue Herausforderungen einzustellen und qualitativ hochwertige Arbeitsplätze zu sichern. Eine aktuelle Herausforderung wie die Begleitung und Integration von Flüchtlingen in der Region erfordert nach innen und außen kooperative Organisations- und Vernetzungsstrukturen. Das gilt in gleicher Weise zunehmend für alle sozialwirtschaftlichen Handlungsfelder. Dafür sollen alle FüK als Schlüsselpersonen einer lernenden Organisation zu gender- und kultursensiblen Lerncoaches ausgebildet werden, um sich selbst und die Mitarbeiter zum lebenslangen Lernen zu befähigen. Auf 3 Ebenen werden Veränderungen angestrebt: Individuelles Lernen mit dem unmittelbaren Transfer in die eigene Führungspraxis, kollektives Lernen durch Vernetzung der FüK untereinander sowie werte- und strategieorientiertes Organisationslernen. (German)
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The Bergische Diakonie has 128 motivated managers (FÜK), but not a cooperatively developed management system. However, this requires them to adapt 1760 employees to constantly new challenges and to secure high-quality jobs. A current challenge such as the support and integration of refugees in the region requires cooperative organisational and networking structures both internally and externally. In the same way, this applies increasingly to all fields of social economy action. For this purpose, all FDCs should be trained as key persons of a learning organisation to become gender- and culturally sensitive learning coaches in order to empower themselves and employees to lifelong learning. At 3 levels, changes will be sought: Individual learning with the direct transfer to one’s own management practice, collective learning through networking the FDC among themselves, as well as learning values and strategy-oriented organisation. (English)
17 November 2021
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Nordrhein-Westfalen
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Identifiers
DE_TEMPORARY_ESF_126356
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