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Mobile working as a Hairdresser? That is not cutting at the customer site however but the possibility also outside of the salon on the complete corporate data influx of mobile working as a Hairdresser? Thus not cutting at the customer site is meant, however but also outside of the salon on the complete corporate data access to. As an employee of a hairdressing business begins and ends the work in the salon, but for the Managing Director – the work begins the champions and master of the hairdressing trade until then. Both craft operating there to “overcome many administrative activities”. The sales planning, compilation of data for the accountants or the Bank, employee management, service plan creation, analysis of sales figures – but also customer analysis to marketing actions, like for example a newsletter to customers – are done. One doesn’t have to be but in the Salon for the execution of the administrative work, but can by the Home Office, from the couch or on the road working be.

Why so not on the terrace, at the lake or in the beer garden to do something? As soon as they opened a second, third or even more branches, you can not always be as Managing Director. Here, it is crucial that you don’t lose control over the operations in the salons. Nowadays, almost any woman or man uses a mobile device that allows you to surf the Internet. With the SALON software salon management system you can access, with Smartphones such as the iPhone, Galaxy & co., small Netbooks, or (i) pads over the Internet on all of your corporate data. c.. Of course, you can work at home with a normal PC or Mac with you. If you have children, is also greatly appreciate that. And who dares go boss in the holiday-can one still “take look at it”, what is going on in the operation. The appointment calendar, the cash book, and thus the current sales are accessed in real time without any delay.

Whether it’s beach vacation, spa vacation or city break – so stay up to date. Mobile access to corporate data is becoming increasingly important for the monitoring and control of a company. Only with a modern online software, these requirements can be met to maintain competitiveness and to improve. Further information to the salon management system SALON products from the SALON goods Regina Grabmaier cloud: the Salon software SALON software under the guidance of the Prosecutor Regina Grabmaier designed especially for the requirements of hairdressing establishments. The practice-oriented all-in one software for hairdressing salon is based on 17 years old experience in the Friseurbrancheund the best practices of successful salons. The cloud software SALON software is via the Internet made available (“software as a service”) and used via a Web browser.

Burning issues education and participation, maintenance and accounting the focus district Karlsruhe. As a constructive and goal-oriented”participants rated the diesjahrigen LMMkom Arbeitskreis Baden-Wurttemberg at the District Office in Karlsruhe. VorbeREITet by Peter Walker, proceedings supervisor in the District of Karlsruhe for the software of company lamb number, project officer, departmental and functional managers, system administrators and officers found quickly to the central issues. The nearly completed GPA certification in accordance with Community regulations, the switch anSteHende on the accounting, the implementation of the education and participation package in LMMkom and the new provider database, as well as the implementation of care advice met with lively interest. Social services, option communities and municipalities under separate auspices showed parTICUlarly interested in the new software feature for editing by collecting bills from the education and participation package.

The settlement will be in the future of the Service provider automatically in the software import, to get the payment directly. Before April 1, 2011, lamb number customers could edit all services from education and participation package with the software and adapt to the requirements of AnspruchsbeRechtigten. Also the processing options integrated in LMMkom in care advice, already successfully used in six municipalities in Baden-Wurttemberg and used for numerous customers in the other country, found great resonance. The functionality for this purpose was developed in close consultation with the local authorities, realisiert by the development team of number of lamb and provided all users at the beginning of the year. The Working Group provides a very good platform for municipalities, auszutauschen the experience so far with the function and to submit suggestions or suggestions for improvement on lamb number”, so Rolf Lohmann, branch head in Baden-Wurttemberg. So is guaranteed.

that our product continually evolves in the right direction and the maximum nutZen is available to the user.” In addition, the planned transition to the accounting of one of the central concerns of local authorities was. “Rolf Lohmann gladly seized on this topic and said: we want to promote the necessary exchange of information here with each other further.” While the timing of the shutdown of the currently used interface what to finance FIWES classic already was set, is still open, when the responsible data centre Baden-Franken KIVBF can implement the new interface required SoJuHKR to finance SAP and make available to the connected communities. The municipal process supervisor want concrete schedules for the project cycle for the introduction of accounting from the data center. As independent software vendor would we local authorities support in establishing the accounting, where we can”, knows Thomas Duren, head of user support and VORtragender Meeting. We have converted more than 30 offices of the kameralen on the double entry system and realised to interfaces to various providers. The experience from these projects this gewonnene want to and will we bring here in Baden-Wurttemberg in the upcoming conversion projects. “We accompany our clients in the accounting by means of project days, workshops and coordination meetings”, Rolf Lohmann continues, and guide you safely through the transition process. In any case, they will be well prepared with the necessary know-how.

Action learning is ever faster changing market conditions to be able to respond to human resource development and organizational development, are forced to continuously and systematically maintain both personal development and organisational development company. An effective tool, represents the action learning targeted to meet both directions of development, which was developed in the 1940s by the British nuclear physicist of Reginald Revans. Revans-defined action learning as a combination of expert knowledge and targeted set of questions. In contrast to previous knowledge, which served to accumulate knowledge on stock, say, learning by doing is in gaining practical knowledge action learning”forces. To this end, in the course of action learning, concrete, yet unresolved problems in the company edited programs and brought to a solution. Action learning teams of at least four to no more than 10 members have proven themselves in entrepreneurial practice, typically for a longer Period will be exempted from their workplace. In the ideal case, team members have different professional skills and abilities or come from different levels of management. Participants of action learning teams learn in multiple ways.

One can be learned on the basis of the problem and of the solution then identified. On the other hand the participants themselves, as well as their interaction learn to tackle its kind problems with colleagues during team meetings. With regard to the results of a long-lasting action learning programme, there are key success factors, into account. First, the problem must be so far unresolved and urgent ideally to help ensure the undivided attention and the interest of the members of the team. “A key factor for the success of an action learning programme is a boardroom, which actively and specifically the culture of learning organization” promotes enterprise and anchored. When the team composition should be ensured that a possible heterogeneous team with different skills and abilities is found.

Be even clearer that distinguish between needs and existing conditions in case of a different theme: although 68 percent professional and internally recognised change manager to the compulsory change projects, only 38 percent can meet this requirement. At least they have can positively only rarely changes date change measures according to its own commitment of respondents. The use of external change manager resulted in positive effects only in exceptional cases. This shows ultimately, how little the change management in the company is structurally anchored”Maicher interprets the results. Because is waived special person in charge to give the change measures in the hands, lost a central control of the project and influence instead of large number of individual interests. This goes “ultimately at the expense of the original objective.” However, no major discrepancy between the set requirements and the is status of feedback culture show up in the company. However surprising, expects a relatively low level of claims.

So, only 57 percent believe that in change projects open discussion should conditions, where the staff actively can engage with their feedback. A fundamental weakness of the change strategies hides it for the ardour consultant. Staff should necessarily be included because they (change agents) are important co-creators of changes. Learn more at: Anchin Block. This requires however a communication and management culture, in which the employees with their personal perspectives and experience can actively a”, emphasizes Maicher. He publishes from his consulting experience the advice to take into account the following aspects for change projects: in-depth changes shall apply as soon as possible making it, the phase of the Uncertainty in the individual in the Organization to keep as short as possible. Cross-cutting changes, the decision-making in a control panel with high occupation should focus (melting pot). Drastic decisions not delegate or socialize (frogs drain it only reluctantly their pond”). Conduct a really honest stakeholder analysis and critical or uncomfortable, but ultimately important stakeholders not exclude, so not the most comfortable way to go.

Necessarily sufficient time, resources and budget for the communication plan. Call for the active participation of the project by the top management and make sure to do this should include also, for example, a first-place communication and discussion with the other employees or other executives. Clear and verifiable (measurable) objectives, formulate and vote, attention to trade-offs. The executives make it clear that they are role models for the staff and the changes should live. Sure that not too many initiatives and projects to run simultaneously and overwhelming to the employees and organization. Nothing in the dark leave the impact of changes on the staff precisely analyze and communicate, so. Make sure that the company repeatedly reached after profound changes in a stable phase. No power structures must be taboo. Develop tolerance resistors, but professionally respond and sanction real or sustainable boycott attitudes.

Neil Stolovitzky, senior solution specialist at the project management software maker genius inside, discusses in his latest white paper what companies in the conversion notice. Lindau, Germany the role of the planning project manager of that takes care of details, project organization, budget and timeliness, dropped on agile project management and occurs in its place is self-determinant and-organisierendes team. Stolovitzky describes how the redistribution of responsibility and tasks can be performed and what enterprises should pay attention. As keywords, he calls the concepts of self-organisation”and simplification” and referring to be self-managing teams and shared responsibility as a policy strategy for Agile project management. According to Stolovitzky, flat hierarchies and the confidence in the motivation of employees are the core of agile project management. Traditionally working project manager must come to terms with a new role. Stolovitzky explains that leadership and guidance as the project manager in the agile Project management fall away.

He prepares the thesis that agile methods put a far more strategic approach with it, as. Him to have agile methodology while on a structure that is not bound to certain practices, but with a fair role and shared responsibility waiting, where the motivation and approach of each involved can contribute to extraordinary success of project. The involvement of all stakeholders Stolovitzky considers further strategy component that leads to improved collaboration and transparency. Stolovitzkys white paper introduces companies and project managers on agile project management and attention to risks.