The Federation has decided that with effect from May 26, 2008: in competitions organized in the beginner category and / or authorized by the FIN is not permitted to use full costumes (body-suit model); racing Categories Junior Boys and organized and / or authorized by the FIN is not permitted to use costumes that take solutions next-generation technologies.
The Federation has decided that with effect from 1 October 2008: in competitions organized for juniors and / or authorized by FIN is not permitted to use full costumes (Model Body-suit) of any type and technology.
diversity within the company, the temporal dimensions and performance groups work are the subject of the study of S. Beena Saji, Workforce Diversity, Temporal Dimensions and Team Performance. According to the author organizations today live of speed: speed development of new products, speed in response to customers, speed in solving problems. Given the transnational dimension of modern companies, often have different functions and members of the same working group are located, geographically dispersed, have to coordinate their activities. Hence the importance of the different perceptions of time, depending on the origin cultural and geopolitical. The performance of the team - interesting evolution of the concept of a working group of theorists at work in human resources - should exceed that of the sum of the individuals who compose it. The working group remains essentially the sum of two or more people who interact and share some goals. Otherwise, the team has some basic characteristics: the actions of their components are coordinated and interdependent , each component has a specific role and well-defined (not necessarily in a formal way ), there are 'strong' shared goals and objectives. The team is somewhat akin to an organism, a cohesive system that has its own identity. Team members perceive their interdependence , operate on the basis of shared values \u200b\u200band common objectives, actively contribute to defining latest and best routes to reach them, trust in the other components and therefore are able to express fully open, communicate well, they receive the support of team members against them and are constantly motivated to learn, manage actively and collectively conflicts and share a mutual commitment towards common goals. The evolution of the concept of team and new technologies, along with today's economic environment, led to the birth of intercultural teams, inter-and transnational. The study of these different types is on the agenda in the field of human resource management. team, joining him in different capacities and skills, should be favored than the individual. Fundamental differences between the team compared to the Working Group are its flexibility and its intrinsic elasticity. As has been mentioned before, geographical dispersion of business today requires the ability to handle the differences between individuals who compose them. Differences that are felt to individual level, cultural and organizational. The time horizon, according to the Author, vary significantly depending on cultural roots of the individual. Florence Kluckhohn and Fred Strodtbeck (1961) identify three cultural orientations relatively the perception of time: culture based on being, based on cultures and become oriented cultures do. The first place the emphasis on instant gratification and action spontaneous and unplanned. The second will focus on future projections and long-term outcome. The latter stress the importance of self-realization and are oriented both the short and long term. The time can be classified as a phenomenon in itself or as a epiphenomenalism (or whose existence is tied to events). The perception of time can be objective or subjective, linear, cyclic, or timely, discrete or continuous, directed or absolute. According to Mary J. Waller, Jeffrey M. Conte, Cristina B. Gibson and A. Mason Carpenter (2001), the individual perceptions of the urgency and time perspective are critical to the performance of the team. are delineated at this point, four typical profiles: the "stipatori," the organizers, brokers and visionaries. The stipatori are oriented to the present and have a high sensitivity urgency, the organizers are oriented to the future and also have a strong awareness of the urgency . Intermediaries, that is, those who can rationalize explain and communicate the business issues, are oriented to the present and have a limited sensitivity to the urgency. The visionaries, finally, are forward-looking and they also have a limited sensitivity to the urgency. Since the guidelines deep, linked to the cultural profile of the individual and to his personality, previous types of management team will invest heavily multinationals. Because social interaction and group the like tend to attract each other (Barsade et al., 2000), heterogeneous groups in terms of time perception may give rise , internally, to create counter-productive and dynamic phenomena of isolation and dissatisfaction. Similarly, according to the author, the diversity and heterogeneity of the groups, if managed properly, are behind the creation of competitive advantage and development of innovative dynamics often inimitable. The discipline of diversity management is concerned with studying the management of these dynamics. Traditionally, the approach to diversity in the social sphere, there is a clear dichotomy: on one side are located the theories based on the American melting pot, which provides for the integration of different cultures to create a ' unique new culture. other hand, we have a multicultural society that requires the co-existence to their internal of different ethnicities and cultures. Projected in a business setting, the dichotomy becomes immediate issues very pragmatic. Several studies show a better performance teams that share, at least in part, the cognitive representations of problems and systems (Rouse, Cannon-Bowers and Salas 1992). The coincidence of temporal representations of members of a team is revealed to the Author, fundamental for the construction of shared mental models. The shared perception time in a team environment positively influence its performance. According to some research (but not all) is very difficult to change at the individual cultural approach to time, which seems to have such stability characteristic of personality traits (Landy et al. 1991; Macan 1994; Shahani , Weiener and Strait 1993). The Author develops, therefore, a model for team performance that takes into account the influence on the perception of time all variables listed. The age, nationality and sex (explanatory variables), the personality, culture, experience and education (implicit variables) influence the perception of time of individuals within the companies. The importance of tasks, their significance, company standards and guidance prevailing time in the company act, however, as moderators of the performance and mingle with the mediating variables represented by the perception of time and individual temporal orientation. Together, causal variables, moderating and mediating variables make the temporal structure of the corporate team. The research carried out by the author shows clearly contrary to the forecasts, the benefits in the medium term team heterogeneous. The latter, in fact, after an initial period of "goodwill", are operate more effectively than homogeneous teams. The presence of individuals with a strong focus on deadlines in the company, even if the business climate appears adverse, an engine motivational and increase the effectiveness of the team. Research is also evident from the presence of processes of adaptation, contrary to what predicted previously, the temporal perception of individuals as a result of identification with the company. These processes originated interaction with colleagues and requirements related to operational goals. In conclusion, it is critically determined by the balance between the provision deeper individual variables and its ability to adapt to new models proposed by the company. It will then manage the training team carefully choosing its members and at the same time to act on corporate culture to ensure that this will promote openness and collaboration dedicated heterogeneity.
Innova our days as Kedem. In Hebrew the word new Hadash has the same root months Hodesh. Kedem belongs instead to the area of \u200b\u200bsemantic Kodem, first, then the previous primordial. Shana, year, shares the root of change Shinui. indelible In writing on white paper, all deepest thoughts about innovation, change, all the reflections on the dichotomy between cyclical time, Kairos, and linear time, Cronos, I seem suddenly lose thickness. Flatten. signals also rooted in the very form of the Hebrew language lose that vitality that effervescent characterizes the oral tradition passed from master through the generations. So I seem to grasp, even from afar, why much of the Torah has been passed down through the centuries orally. Hence the name of Torah shebeal pè, literally, standing on the Torah mouth. Perhaps it is this type of memory, present, dynamic, which is on the mouth, to allow the past does not crystallize, to ensure that it can transform in the future. It is through this memory, so human, dialogic, outside of museums, indelible, elusive, papyrus-repellent, it becomes possible renew. Here because my father always insists on need to memorize the text. I unfortunately enjoy a purely procedural memory capacity and I can remember names and texts at a speed surprising. Yet I realize is that "the mouth" fail. If it is on the threshold between inside and outside , if you can find here (in Hebrew here [po] and mouth [eg] are written the same way), the knowledge remains, is not forgotten.
On the other hand throughout the corporate world seems to tremble only echo of the word innovation. Goes fashion. Apart from a few pockets of resistance that still practice the ancient cult optimization, research efficiency and cost reduction, the new economy is devoted precisely to the new. Renewal. The world is changing quickly, so you must be flexible . Embrace change, challenge, change, change your surroundings. The resistance change must be tackled, managed magic word! Rivers of training, consultancy armed for battle. And scientific research runs fast. Hundreds of published articles, empirical studies, case studies, interviews, questionnaires, new scales, meters measure for innovation. We talk about innovation management. One wonders on the role of tacit knowledge in innovation processes. How to create a corporate culture that supports innovation? How could this new culture produce concrete results? Is there a relationship between culture and national levels of innovation in local firms? Obviously you can not miss a question inherent link between the strategy of the organizations and innovation, between individual characteristics and innovation. From here looking for patterns of innovation candlelight is a short step. In particular I was struck by the attempt to distinguish between radical innovation and incremental innovation . Seem to exist two different rhythms in innovation processes. One is continuous products and services evolve, improve, change on an array default. The other is rather discreet. Here the invention is total, absolute, there seems to be no apparent link with the past.
other hand I think it is precisely this second type of innovation to have a link extraordinarily deep, with the past, the grandfather says my father. In fact, I am reminded of her comment. Moses is a product of the Jewish people at that time. After Auschwitz, it might have been possible to produce another Moses. It is the development of the past that shapes a certain this collective to produce radical innovation. Yet, even as I write, I realize that my thought could only be the result the very human need to place events in a deterministic system . An attempt to delete the event horizon, to stem the chaos simply ignoring it. Here again you could do a statistical study : measure the intensity of intentionality a social group and look for the possible correlation between this and the presence of disruptive events in the history group. I feel however that it could take taste rather limiting for me, I use seek solace in the rationality Safe empirical research.
One of the most well-known parallels in the field of improvisation company about jazz. The masters of jazz composing and playing at once its musica.Non are second chances and you can not program or plan, just as sometimes happens in company, faced with unexpected problems and under pressure of time. Frank J. Managing Barrett in their work and Improvising: Lessons from Jazz [1998] takes care of this parallelism. Jazz can be a wonderful experience, says the author, where songs serve as a minimal structure within which it takes place spontaneous interaction between musicians. What prevents the breakdown of music is the anticipation of the future, based on the musical expressions passate.All 'notes and listening to the reasons just played by gentlemen, jazz players try to guess and anticipate what will follow and choose what to play accordingly. At any given time you can introduce new unexpected elements that change radically during the performance. Within the narrow limits 's Shared Music Convention, takes shape between musicians continued collective bargaining and an endless finish mutual preventing the music turn into chaos and noise. It should not be misled by the apparent freedom of the musicians and think that the improvisations are produced extemporaneously and without any preparation . On the contrary, jazz musicians are constantly practice of their art and constantly repeated the pieces and arrangements of the great soloists . To prepare for the spontaneity, the jazz train incessantly, trial and error the music, so that their knowledge become dormant, but do not turn into habits. The fall nell'automatismo is one of the greatest dangers for the jazz musician, who could precisely known to take refuge in pieces instead of involuntarily prevail let their creativity, taking the risk of failing in an attempt to produce something new and genuine. To gain confidence, according to Barrett, you need to train constantly to address new 'territories', to live with the unknown. Only so it becomes possible to let go, allowing the music to take over and flow. In the mid-sixties, Miles Davis formed a band of artists complete beginners. Its members Herbie Hancock and Tony Williams were fresh high school, Wayne Shorter and Ron Carter, completely new on the jazz scene newyorkese.Davis, contrary to what just pointed out by Barrett, absolutely forbade the band to practice and try. He explained that they did not have to learn any song automatically, in order to reach maximum when their cognitive ability was essential during the concerts. In the midst of performance, Davis notes in songs drew different key, to displace all the four and prevent them from refer to any known material. frequently interrupting their music, but letting them a minimum of structure, the jazz musician practicing what the author defines competence provocative. The three underlying principles of that jurisdiction - incremental management of anxiety, competence in the affirmative (ie transmission of the strong confidence in the ability of the musicians) and collective movement in time ( unconditional participation of musicians due to lack of time to reflect and stop ) - allowed the band to play Davis those that are still considered among the best pieces of the jazz world. Similarly, the author argues, managers who themselves are in to deal with ambiguous situations and unstructured can refer to the principles of improvisation in jazz. To enhance employees' ability to improvise, companies should submit them to the greatest possible number new experiences and destabilizing, in a sort of job rotation taken to extremes. Like jazz musicians, managers should be used more often to retrospective review of the events in an attempt to explain and give meaning to those in practical actions were totally improvised. is also necessary that the company's resources to acquire the ability of jazz musicians to build on their own mistakes (emphasizing, integrating, turning, changing its current action). Errors that do not will absolutely be punished, but understood as new opportunities on which to create competitive advantage for the company. To allow an opening so vital for the organizations will apply, within company, the 'unconditional appreciation. " Rather than judge, criticize or comment the actions of colleagues and events, will take principle that every event, every action, both positive and contains in itself a growth potential to grow and support collectively. Thus, it is of great help, according to Barrett, the sense of the game and the joke. In fact it is an alternative seriousness, does not inhibit the ability to improvise and allows the establishment of an atmosphere of trust and cooperation .
