Dan Puric: "Mai bine sărac şi sigur pe tine decât împrumutat şi rob"

Dan Puric
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Dan Puric 2
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Dan Puric 3
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Dan Puric
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Stanislav Grof "Race for Consciousness"

Stanislav Grof is a psychiatrist with almost 50 years of experience in research of nonordinary states of consciousness. He has been the principal investigator in a psychedelic research program at the Psychiatric Research Institute in Prague, Czechoslovakia, chief of psychiatric research at the Maryland Psychiatric Research Center, assistant professor of psychiatry at Johns Hopkins University in Baltimore, Maryland, and scholar-in-residence at the Esalen Institute in Big Sur, California. It was at Esalen that he codeveloped, with his wife Christina Grof, Holotropic Breathwork, a technique that includes deep, connected breathing, music, art, and trained facilitation with the goal wholeness, healing, and wisdom.

Currently, Grof is professor of psychology at the California Institute of Integral Studies and Pacifica Graduate Institute in Santa Barbara, California, conducts professional training programs in Holotropic Breathwork and transpersonal psychology, and gives lectures and seminars worldwide. He is one of the founders and chief theoreticians of transpersonal psychology and the founding president of the International Transpersonal Association.

Among his publications are more than 100 papers in professional journals and the books Realms of the Human Unconscious; The Human Encounter With Death (with Joan Halifax); LSD Psychotherapy; The Adventure of Self-Discovery; Beyond the Brain; Books of the Dead; The Holotropic Mind; The Cosmic Game; The Transpersonal Vision; The Consciousness Revolution (with Ervin Laszlo and Peter Russell); Psychology of the Future; Beyond Death ; and The Stormy Search for the Self (the last two with Christina Grof). He also edited the books Ancient Wisdom and Modern Science; Human Survival and Consciousness Evolution; and Spiritual Emergency (the last with Christina Grof).

Un talent remarcabil

The Origin of Job Interviews (sa ne descretim putin fruntile)

Our Deepest Fear . . .

Our deepest fear is not that we are inadequate,
but that we are powerful beyond measure.

It is our light, not our darkness, that frightens us.
We ask ourselves, Who am I to be brilliant,
gorgeous, handsome, talented and fabulous?

Actually, who are you not to be?
You are a child of God.

Your playing small does not serve the world.
There is nothing enlightened about shrinking
so that other people won't feel insecure around you.

We were born to make manifest the glory of God within us.
It is not just in some; it is in everyone.

And, as we let our own light shine, we consciously give
other people permission to do the same.

As we are liberated from our fear,
our presence automatically liberates others.

Sebastian Burduja la Interviurile Europa FM

No Schedule, No Meeting, No Joke

ROWE (Results-Only Work Environment)

ROWE (Results-Only Work Environment) is a human resource management strategy originally piloted at Best Buy, wherein employees are paid for results (output) rather than the number of hours worked.^[1] The executives at Best Buy who proposed the strategy have since started a consulting group called CultureRx.^[2] The strategy has subsequently been implemented at a second large American retailer, Gap.^[2]

ROWE in practice means "each person is free to do whatever they want, whenever they want as long as the work gets done."^[3] Employees control their own calendars, and are not required to be in the office if they can complete their tasks elsewhere.

Pros

• Flexible work hours
• High employee satisfaction
• Emphasis on bottom line results

Cons

• Output measurement is harder for some jobs (overhead, administration)
• Management can be challenging
• Some people have a harder time working with people without face-to-face interaction
• Can be destructive for individuals who don't have the discipline to hold themselves accountable for what they should work on.

Source: http://en.wikipedia.org/wiki/ROWE

HR CLUB LA CONDUCEREA ASOCIATIEI EUROPENE PENTRU MANAGEMENTUL OAMENILOR (EAPM)

- Romania, in primul an de mandat in cadrul unuia dintre cele mai inalte foruri europene in resurse umane -

Bucuresti, 9 martie 2010. HR Club (www.hr-club.ro), asociatia profesionistilor in resurse umane din Romania, se afla in primul an de mandat in cadrul Comitetului Executiv al Asociatiei Europene pentru Managementul Oamenilor (EAPM). HR Club se va afla la carma EAPM pana la jumatatea anului 2011.

Primele propuneri inaintate de HR Club anul acesta urmeaza doua directii. Pe de o parte, Clubul considera esentiala crearea unei platforme de comunicare care sa permita schimbul de experienta in accesarea fondurilor europene intre cele 30 de state membre ale EAPM. Cea de a doua directie se indreapta catre investirea EAPM in rolul de pol de identificare, promovare și intermediere a dialogului dintre membrii sai si mentorii in resurse umane recunoscuti la nivel mondial.

„EAPM isi exprima deopotriva bucuria si multumirea de a avea HR Club Romania intre membrii sai, dar, mai ales, pentru faptul ca HR Club a inteles importanta si valoarea adaugata pe care o aduce participarea si implicarea activa in aceasta organizatie internationala. Suntem siguri ca HR Club va avea o contributie importanta in actiunile si in atingerea obiectivelor EAPM de a imbunatati calitatea in managementul resurselor umane si de a dezvolta si perfectiona standardele profesionale in domeniul resurselor umane” a declarat Pieter Haen, Presedintele Asociatiei Europeane pentru Managementul Oamenilor. „Pentru comunitatea de resurse umane din Romania acest mandat este un moment de afirmare extrem de important si vom folosi aceasta oportunitate pentru a ajuta in mod practic dezvoltarea specialistilor pe care ii reprezentam”, a adaugat Csaba Gergely, Presedintele HR Club.

EAPM a numit HR Club in Comitetul Executiv in urma unor pasi de evaluare bazati pe evolutia strategica pe care Clubul a urmat-o in calitate de membru afiliat (anul 2007) si de membru cu drepturi depline (anul 2009). Criteriile cheie considerate de comisia EAPM au fost reprezentativitatea Clubului la nivel national - asociatia numara la inceputul acestui an 400 de membri; activitatile pe care HR Club le deruleaza si le implementeaza pentru crearea si sprijinirea comunitatii de resurse umane din Romania - un element semnificativ a fost castigarea si implementarea proiectului „Parteneriat in sprijinul dezvoltarii domeniului resurselor umane” cofinantat din Fondul Social European prin Programul Operational Sectorial Dezvoltarea Resurselor Umane 2007 – 2013 si, nu in ultimul rand, vizibilitatea HR Club la nivel national.

Alaturi de Romania, in Comitetul Executiv al EAPM se afla in acest moment membri permanenti, Germania, Anglia, Elvetia, Franta; si membri prin rotatie, Spania, Italia, Norvegia, Irlanda, Polonia, Letonia, Estonia, Malta, Rusia, Suedia si Austria.

Interview with Dr. Viktor Frankl

Victor Frankl - In cautarea sensului vietii

"Sunt constient de faptul ca am fost nevoit sa lupt din greu cu sentimentul ca pe fond, totul in jurul nostru este complet lipsit de sens.

Astazi, oamenii sufera din cauza frustrarii existentiale.

In general, oamenii de astazi au din ce trai, insa nu stiu daca au pentru ce trai.
Oricat de inumane si depersonalizate ar fi experientele sau circumstantele vietii, individul are oricand posibilitatea de a se comporta altfel, are libertatea de a infrunta spiritual o situatie impusa, are posibilitatea de a-si modela in mod coerent propria viata.

In conditii extreme, este esential sa nu incetam sa credem in viitor, ca suntem predestinati sa indeplinim o misiune!


Frankl, nu ne sugereaza sa ne lingem ranile provocate de un ambient ostil, de o structura caracteriala dificila, de o educatie autoritara sau permisiva, ci ne indeamna sa privim inainte cu fruntea sus, sa tragem adanc in piept aerul libertatii si al responsabilitatii, sa-i primim pe toti semenii nostri cu bratele si inima deschise, fara retinere si fara prejudecati, pentru a ne lansa apoi cu entuziasm in acea aventura care are ca obiectiv recunoasterea si promovarea respectului, a demnitatii si a integritatii fiecarui om.

OMul nu este doar rodul sau victima ereditatii si al ambientului, ci este fundamental liber la nivel interior, sa-si asume responsabilitatea propriei existente, orientand-o catre un semnificat/sens (fie un proiect operational, fie un serviciu adus aproapelui, fie iubirea indreptata spre cineva) - o misiune de o anvergura inalta.

Omul este recuperabil, daca stie sa dea un sens la tot ceea ce face: slujbei, micilor infirmitati, lucrurilor frumoase din viata!
Ne sta intr-adevar in putere sa invingem momentele de depresie si sa intrezarim inaintea noastra un viitor alimentat de speranta, de credinta, de curaj si de entuziasm! Da se poate merge mai departe, se poate da un sens propriei existente!

La intrebarea "Ce trebuie facut pentru a da un sens vietii", Frankl raspunde ca exista trei valori/posibilitati prin intermediul carora omul poate percepe sensul vietii:
a) O actiune pe care omul o are de indeplinit sau o opera ce trebuie realizata.
b) O experienta, o intalnire sau un act de iubire.
c) Chiar si atunci cand ne confruntam cu un destin ineluctabil (de ex. o boala incurabila), putem smulge un sens acestei vieti - aceea de a transforma suferinta intr-o prestatie umana.

Sursa: Paola Giovetti (2009) - Mari initiati ai timpului nostru - Maiestrii caii spirituale. Editura Nemira

Revista Excelenta, nr.10

Revista Excelenta, nr.9

Revista Excelenta a crescut intr-un an cu doua numere!

Fiecare editie reprezinta domeniul de interes al societatii in care educatia, problemele cercetarii la nivel mondial trebuiesc cunoscute. Ne-am specializat ca o publicatie cu o tinuta extrem de profesionista si continuturi bogate in materialele de analiza si cercetare, valorizand ideile reformei care trebuie sa se dezvolte in favoarea unei societati umane respectand individualitatea si potentialul.

Despre teamă şi tensiune

Atunci când suntem stresaţi sau tensionaţi sau pur şi simplu, ne aflăm într-o situaţie dificilă, nu funcţionăm la întregul potenţial. Teama îşi pune amprenta mai puternic asupra noastră decât toate resursele de care dispunem şi pe care le-am putea scoate la iveală pentru a le valorifica. Problema care se pune este cum să trezeşti stimulii pozitivi. (Sid Jacobson)

Angajatul la iesirea din recesiune

Pentru cel care îşi planifică propria carieră, mesajul este: înainte de a-ţi forma sau consolida abilităţi pentru un anumit job, asigură-te că el continuă să fie important în contextul economic actual şi că se bazează pe abilităţile pe care le ai în vedere. Iar pentru orice om angrenat în această economie aflată în plină schimbare, mesajul este acesta: diversificarea abilităţilor personale, cu deosebire a celor care pot fi transferate de la o ocupaţie la alta, poate reprezenta un avantaj decisiv. (George Vredeveld este profesor de economie şi directorul Centrului de Educaţie şi Cercetare Economică de la Universitatea din Cincinnati.)

Sursa: http://www.capital.ro

Specialistii in resurse umane isi aleg favoritii pentru premiile “Learning & Development Awards 2010 - Business- Edu

Nu mai putin de 1.000 de specialisti in resurse umane, avand ca roluri HR Director, OD Manager, Learning & Development Manager, Training Manager, HR Manager, HR Business Partners responsabili de formare si dezvoltare in organizatii au primit chestionarul cu criteriile pentru alegerea castigatorilor celor sase categorii propuse pentru “Learning & Development Awards 2010 - Business- Edu", organizat in data de 3 martie 2010.

Cele sase categorii de premii din care va fi ales un singur castigator sunt: Compania de training a anului 2009, Cel mai creativ program de training, Cel mai bun program de e-learning, Trainer-ul anului 2009, Coach-ul anului 2009 si Cel mai bun jurnalist in domeniul HR din 2009.

Sursa: http://www.business-edu.ro

HR Planning - Markov Analysis

Describes the use of Markov Analysis in the Human Resource Planning Process.

For all Human Resource Specialists

Humor and Humanity in the HR Department - Alain de Botton

Alain de Botton, author of The Pleasures and Sorrows of Work, gives a hilarious account of his experience with the HR department at an accounting firm. Although initially skeptical, de Button found sincerity and kindness in company songs and the "24-hour anti-bullying hotline."

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Alain de Botton is a British writer and television producer who employs a philosophical and accessible approach to examining a variety of subjects from the abstract--love and happiness--to the material--architecture.

In August 2008, he founded an unconventional new educational establishment in central London called The School of Life, which offers intelligent instruction on how to lead a fulfilled life. De Botton is a frequent contributor to numerous newspapers, journals and magazines and is a member of the Arts Council of England's literature panel. De Botton owns and helps run his own production company, Seneca Productions, which regularly broadcasts television documentaries based on his work.

Though he has published several novels including Essays in Love and Kiss and Tell, he is better known for his non-fiction work such as the best-selling How Proust Can Change Your Life and The Architecture of Happiness. His most recent book, The Pleasures and Sorrows of Work, is an examination of the modern workplace and the role work has played in our lives throughout history. - City Arts and Lectures

Alain de Botton is a British writer and television producer who employs a philosophical and accessible approach to examining a variety of subjects from the abstract--love and happiness--to the material--architecture. In August 2008, he founded an unconventional new educational establishment in central London called The School of Life, which offers intelligent instruction on how to lead a fulfilled life. De Botton is a frequent contributor to numerous newspapers, journals and magazines and is a member of the Arts Council of England's literature panel. De Botton owns and helps run his own production company, Seneca Productions, which regularly broadcasts television documentaries based on his work. His most recent book, The Pleasures and Sorrows of Work, is an examination of the modern workplace and the role work has played in our lives throughout history.

Investors in People

Launched in 1991 Investors in People is a business improvement tool administered by Investors in People UK and supported by the Department for Business, Innovation and Skills (BIS).

Investors in People offers a business improvement tool designed to help all kinds of organisations develop performance through their people. It is a tailored assessment process designed to support organisations in planning, implementing and evaluating effective strategies. It is relevant for organisations of all sizes and sectors.

According to Cranfield School of Management, in 2008 there were almost 40,000 organisations currently working with Investors in People. These organisations employ approximately 7.5 million of the UK workforce.

Though UK-based, the Standard has been licensed to a number of other countries.

The Investors in People Standard is part of the fuller Investors in People framework. Investors in People assists organisations to improve business performance and competitiveness through a planned approach to setting and communicating business objectives and developing people to deliver them.

Investors in People has three fundamental principles:

• Plan – developing strategies to improve the performance of the organisation

• Do – implementing these strategies

• Review – evaluating and adjusting these strategies

These three principles breakdown into 10 indicators; each indicator is subdivided into a number of evidence requirements. These detail the criteria organisations are required to meet in order to achieve the Standard. There are 39 evidence requirements in total.

The Investors in People standard covers a variety of business areas including:

• Indicator 1 – Business Strategy

• Indicator 2 – Learning and Development Strategy

• Indicator 3 – People Management Strategy

• Indicator 4 – Leadership and Management Strategy

• Indicator 5 – Management Effectiveness

• Indicator 6 – Recognition and Reward

• Indicator 7 – Involvement and Empowerment

• Indicator 8 – Learning and Development

• Indicator 9 – Performance Measurement

• Indicator 10 – Continuous Improvement

Organisations need to achieve all 39 evidence requirements in order to become recognised.

In 2009, Investors in People launched with a new approach for customers which provides more opportunities for organisations to go beyond The Standard. Organisations can now achieve Bronze, Silver or Gold status by meeting additional evidence requirements from across the broader Investors in People framework.

Including points at The Standard level, organisations that achieve:

• 65 evidence requirements or more will be recognised as Investors in People Bronze,

• 115 evidence requirements or more will be recognised as Investors in People Silver, and

• 165 evidence requirements or more will be recognised as Investors in People Gold

Sursa: http://en.wikipedia.org/wiki/Investors_in_People

Can Classical Music Make You Smarter? - Glenn Wilson

Dr. Glenn Wilson, visiting professor of psychology at Gresham College, explains the effect of classical music - specifically Mozart - on the brain. Studies from the 1990s claimed Mozart improved test scores, but replicated studies since then have failed.

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How does music exert such extraordinary effects on our emotions? To what extent does it depend upon our nature (biological rhythms, instinctive reactions to certain sound patterns) and to what extent experience (e.g. conditioned associations, nostalgia)?

Particular attention is given to the tension-reduction and optimal uncertainty theories of musical enjoyment. Professor Glenn Wilson considers whether there is any truth in the claim that listening to music can increase intelligence in the listener (the so-called 'Mozart Effect'). - Gresham College

Dr. Glenn Daniel Wilson is a psychologist best known for his work on attitude and personality measurement, sexual attraction, deviation and dysfunction, partner compatibility, and psychology applied to performing arts. Dr. Wilson is currently Visiting Professor of Psychology at Gresham College, London. Previously he was Reader in Personality at the Institute of Psychiatry, King's College, London, and Adjunct Professor with the University of Nevada, Reno.

"Fit For Tomorrow" - Institute of Knowledge Transfer piece for the CBI

The Institute of Knowledge Transfer exists for those who are professionally engaged in making the exchange of knowledge more effective. I want the Institute to be of equal value to everyone involved in the process; from the innovators, to those immersed in science and technology, to those within the creative arts. The Institutes agenda is to be set by its members; it is the members that give it life. As the first Institute of this kind in the world others will watch our evolution. With the help of those who have already joined us, the Institute is currently developing the services required by members. Sir Brian Fender, President and Chairman.

Knowledge Transfer

Knowledge transfer in the fields of organizational development and organizational learning is the practical problem of transferring knowledge from one part of the organization to another (or all other) part(s) of the organization. Like Knowledge Management, Knowledge transfer seeks to organize, create, capture or distribute knowledge and ensure its availability for future users. It is considered to be more than just a communication problem. If it were merely that, then a memorandum, an e-mail or a meeting would accomplish the knowledge transfer. Knowledge transfer is more complex because (1) knowledge resides in organizational members, tools, tasks, and their subnetworks (Argote & Ingram, 2000) and (2) much knowledge in organizations is tacit or hard to articulate (Nonaka & Takeuchi, 1995). The subject has been taken up under the title of Knowledge Management since the 1990s.

Argote & Ingram (2000) define knowledge transfer as "the process through which one unit (e.g., group, department, or division) is affected by the experience of another" (p 151). They further point out the transfer of organizational knowledge (i.e., routine or best practices) can be observed through changes in the knowledge or performance of recipient units. The transfer of organizational knowledge, such as best practices, can be quite difficult to achieve.^[1]

Three related concepts are "knowledge utilization," "research utilization" and "implementation," which are used in the health sciences to describe the process of bringing a new idea, practice or technology into consistent and appropriate use in a clinical setting (Greenhalgh et al., 2004). The study of knowledge utilization/implementation (KU/I) is a direct outgrowth of the movement toward evidence-based medicine and research concluding that health care practices with demonstrated efficacy are not consistently used in practice settings.

Knowledge transfer within organisations and between nations also raises ethical considerations particularly where there is an imbalance in power relationships e.g. employer and employee or in the levels of relative need for knowledge resources e.g. developed and developing worlds (Harman C. & Brelade S. 2003).

Knowledge transfer includes, but encompasses more than, Technology transfer.

With the move of advanced economies from a resource-based to a knowledge-based production^[2], many national governments have increasingly recognised ‘knowledge’ and ‘innovation’ as significant driving forces of economic growth, social development, and job creation. In this context the promotion of 'knowledge transfer' has increasingly become a subject of public and economic policy.

The underlying assumption that there is a potential for increased collaboration between industry and universities is also underlined in much of the current innovation literature. In particular the Open Innovation[1] approach to developing business value is explicitly based on an assumption that Universities are a “vital source for accessing external ideas”. Moreover Universities have been deemed to be “the great, largely unknown, and certainly underexploited, resource contributing to the creation of wealth and economic competitiveness”^[3].

Universities and other public sector research organisations (PSROs) have accumulated much practical experience over the years in the transfer of knowledge across the divide between the domains of publicly produced knowledge and the private exploitation of it. Many colleges and PSROs have developed processes and policies to discover, protect and exploit intellectual property (IP) rights, and to ensure that IP is successfully transferred to private corporations, or vested in new companies formed for the purposes of exploitation. Routes to commercialisation of IP produced by PSROs and colleges include licensing, joint venture, new company formation and royalty-based assignments.

Organisations such as AUTM in the US and The Institute of Knowledge Transfer in the UK and the Association of European Science and Technology Transfer Professionals in Europe have provided a conduit for knowledge transfer professionals across the public and private sectors to identify best practice and develop effective tools and techniques for the management of PSRO/college produced IP. On-line Communities of Practice for knowledge transfer practitioners are also emerging to facilitate connectivity (such as The Global Innovation Network and the knowledgePool).

Business-University Collaboration was the subject of the Lambert Review in the UK in 2003.

Knowledge is a dominant feature in our post-industrial society, and knowledge-workers comprise an enterprise. If knowledge is the basis for all that we do these days, then gaining an understanding of what types of knowledge exist within an organization may allow us to foster internal social structures that will facilitate and support learning in all organizational domains. Blackler (1995) expands on a categorization of knowledge types that were suggested by Collins (1993), being: embrained, embodied, encultured, embedded and encoded. It is important to note that these knowledge types could be indicative of any organization, not just those that are knowledge-based heavy.

Embrained knowledge is that which is dependent on conceptual skills and cognitive abilities. We could consider this to be practical, high-level knowledge, where objectives are met through perpetual recognition and revamping. Tacit knowledge may also be embrained, even though it is mainly subconscious.

Embodied knowledge is action oriented and consists of contextual practices. It is more of a social acquisition, as how individuals interact in and interpret their environment creates this non-explicit type of knowledge.

Encultured knowledge is the process of achieving shared understandings through socialization and acculturation. Language and negotiation become the discourse of this type of knowledge in an enterprise.

Embedded knowledge is explicit and resides within systematic routines. It relates to the relationships between roles, technologies, formal procedures and emergent routines within a complex system.

Encoded knowledge is information that is conveyed in signs and symbols (books, manuals, data bases, etc.) and decontextualized into codes of practice. Rather than being a specific type of knowledge, it deals more with the transmission, storage and interrogation of knowledge.

What complicates knowledge transfer? There are many factors, including:

• The inability to recognize & articulate "compiled" or highly intuitive competencies - tacit knowledge idea (Nonaka & Takeuchi 1995)
• geography or distance (Galbraith 1990)
• limitations of ICTs (Roberts 2000)
• lack of a shared/superordinate social identity (Kane, Argote, & Levine 2005)
• language
• areas of expertise
• internal conflicts (for example, professional territoriality)
• generational differences
• union-management relations
• incentives
• the use of visual representations to transfer knowledge (Knowledge visualization)
• problems with sharing beliefs, assumptions, heuristics and cultural norms.
• previous exposure or experience with something.
• misconceptions
• faulty information
• organizational culture non-conducive to knowledge sharing (the "Knowledge is power" culture)
• motivational issues
• lack of trust

Everett Rogers pioneered diffusion of innovations theory, presenting a research-based model for how and why individuals and social networks adopt new ideas, practices and products. In anthropology, the concept of diffusion also explores the spread of ideas among cultures.

Knowledge transfer is often used as a synonym for training. Furthermore information should not be confused with knowledge, nor is it, strictly speaking, possible to “transfer” experiential knowledge to other people.^[4] Information might be thought of as facts or understood data; however, knowledge has to do with flexible and adaptable skills -- a person’s unique ability to wield and apply information. This fluency of application is in part what differentiates information from knowledge. Knowledge tends to be both tacit and personal; the knowledge one person has is difficult to quantify, store, and retrieve for someone else to use.

Bibliography

• Fan, Y. (1998) "The Transfer of Western Management to China: Context, Content and Constraints", Management Learning, 29:2, 201-221, available at http://bura.brunel.ac.uk/handle/2438/1305
• Argote, L., P. Ingram (2000). "Knowledge transfer A Basis for Competitive Advantage in Firms." Organizational Behavior and Human Decision Processes 82(1): 150-169.
• Argote, L. et al. (2000). “Knowledge Transfer in Organizations: Learning from the Experience of Others.” Organizational Behavior and Human Decision Processes 82(1) (May): 1-8.
• Blackler, F. (1995). Knowledge, Knowledge Work and Organizations: An Overview and Interpretation. Organization Studies(6), 1021-1046.
• Castells, M. (1996). Conclusion, The Rise of the Network Society and the Information Age, Economy, Society& Culture, Volume 1. (pp. 469–478). Oxford: Blackwell.
• Galbraith, C. S. (1990). "Transferring core manufacturing technologies in high-technology firms." California Management Review 32: 56-70.
• Greenhalgh, T., G. Robert, F. Macfarlane, Bate, P., and Kyriakidou, O. (2004). "Diffusion of innovations in service organizations: Systematic review and recommendations." Milbank Quarterly 82(4): 581-629.
• Harman, C. and Brelade, S., (2003) Doing the Right Thing in a Knowledge Transfer, Knowledge Management Review Vol 6 Issue 1 pp 28–31, Melcrum Publishing.
• Kane, A. A., L. Argote, J. Levine (2005). "Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality." Organizational Behavior And Human Decision Processes 96(1): 56-71.
• Nonaka, I. and H. Takeuchi (1995). The knowledge-creating company. New York, Oxford University Press.
• Leonard, D and Swap, w. 2005 Deep Smarts. How to cultivate and transfer enduring business wisdom. HBSP. ISBN 1-59139-528-3
• Roberts, Joanne (2000), "From Know-how to Show-how: Questioning the Role of Information and Communication Technologies in Knowledge Transfer." Technology Analysis & Strategic Management Vol. 12 (4), 429-443.
• Shaw, M (2001). "Integrating Learning Technologies" Teaching and Learning with Technology, Issue 6
• Szulanski, G. (1996). "Exploring internal stickiness: Impediments to the transfer of best practice within the firm." Strategic Management Journal 17: 27-43.
• Trautman, Steve (2006). "Teach What You Know: A Practical Leader's Guide to Knowledge Transfer. Addison Wesley
• Thomas H. Davenport, Laurence Prusak (2000). "Working Knowledge: How Organizations Manage What They Know." Boston Massachusetts, Harvard Business School Press.

Sursa: http://en.wikipedia.org/wiki/Knowledge_transfer

Apple iPad is 'an incredible experience'

Unirea Principatelor Române 24 ianuarie 1859

Omagiu Mihai Eminescu

Vă invit să intrati pe pagina Academiei de Studii Economice şi în timp ce ascultaţi superbele versuri eminesciene să deschideţi şi documentul pdf de la acest link.

Primul film documentar despre Eminescu, realizat in 1914: "Eminescu, Veronica, Creangă"

A fost realizat de Octav Minar in 1914. Filmul a fost descoperit la Arhiva Naţională de Filme de către Ion Rogojanu şi Dan Toma Dulciu. Existenta si importanta nationala a acestui document a fost semnalata in presa ("Saptamana Financiara" si revista "Vreau bilet") de jurnalistul Miron Manega. Filmul poate fi vazut integral pe www.certitudinea.ro

15 ianuarie 2010 -Conferinţa publică "Pentru Eminescu" la Academia Română

Sursa: http://tanasadan.blogspot.com

Mihai Eminescu - 160 de ani de la naştere

Opere Spiru Haret (volumele I-VI)

Am avut plăcuta ocazie de a participa în decursul zilei de ieri la o minunată lansare de carte, şi anume Operele lui Spiru Haret, primele şase volume. Au prezentat Ecaterina Andronescu, Mircea Maliţa, Nicolae Manolescu, Constantin Schifirneţ şi Remus Pricopie. Cele unsprezece volume din Operele lui Spiru C. Haret, publicate sub îngrijirea profesorului Constantin Schifirneţ, reprezintă un demers editorial de restaurare a memoriei culturale, sociale, educaţionale a culturii şi civilizaţiei româneşti moderne. Volumele VII-XI vor fi publicate pe parcursul anului 2010.
Speranţa mea este că prin publicarea operelor marelui academician, matematician, pedagog român de excepţie şi reformator al societăţii româneşti vom reuşi să îi ducem mai departe munca şi vom reclădi spaţiul românesc.
Felicitările mele şi întreaga mea admiraţie colectivului care a reuşit publicarea primei părţi a operelor unui mare român!

Mecanismul Votului: cum se decid alegatorii într-o campanie prezidenţială

Pentru că ne aflăm în plină campanie electorală, mi-am adus aminte de o carte extrem de interesantă pe care am citit-o în studenţie: Mecanismul Votului: cum se decid alegatorii într-o campanie prezidenţială.

Un lucru care trebuie reţinut este acela că oamenii cu cel mai mare interes sunt liderii de opinie. Pe lângă faptul că sunt cel mai bine informaţi, ei au şi o extraordinară putere de influenţă a membrilor comunităţii al cărei lideri sunt. Liderii de opinie nu coincid cu oameni proeminenţi ai comunităţii din punct de vedere social, cu cei mai bogaţi sau cu liderii civici. Ei se găsesc în toate grupurile profesionale. În privinţa urmăririi comunicării politice, pe fiecare nivel de interes, liderii de opinie citesc şi ascultă materiale de campanie mult mai des decât restul cetăţenilor şi discută politică mult mai des decât alţii.

Dedicaţie pentru angajaţii de pretutindeni

Trebuie să ne transformăm locul de muncă într-o staţie de alimentare a creierelor, nu doar într-o pistă de curse. (Kjell Nordstrom & Jonas Ridderstrale, Funky Business)

Paul Evans: Nu va mai ganditi atat de mult la politicile de HR, ganditi-va mai mult la oameni!

Executivii nu ar trebui sa se gandeasca atat de mult cum sa atraga oameni buni care sa lucreze in departamentul de HR, este de parere Paul Evans, profesor de Organizational Behavior la INSEAD, Franta si director al centrului de resurse umane si dezvoltare organizationala al centrului Shell.

Sursa: http://www.zf.ro

Bătălia creierelor

Noul război rece este mai subtil - este bătălia dintre creiere. (Kjell Nordstrom & Jonas Ridderstrale, Funky Business)