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Unterrichtsentw­urf für die Sekundarstufe II: Leistungskurs Deutsch: Analyse der Binäropposition im Film The Dark Knight (Christopher Nolan) 1. Einleitung Die vorliegende Hausarbeit beschäftigt sich mit einer Unterrichtsplan­ung zum Film The Dark Knight von Christopher Nolan. Im August 2008 lief der Action-Thriller in den Kinos an und verzeichnet seitdem 141 Nominierungen und bisher insgesamt über 81 Auszeichnungen (u.a. Oscar, AFI Awards, British Academy Film Awards, Golden Globe Awards, Golden Trailer Awards, Grammy Awards). Er zählt zu den weltweit erfolgreichsten Filmen.1 Da die Umsetzung von The Dark Knight nicht nur sehr erfolgreich, interessant und spannend, sondern auch ebenso komplex und lehrreich ist, bietet es sich an, diesen Film im Unterricht zu behandeln. Medien spielen seit Jahren nicht nur im Unterricht, sondern auch im Privatleben der Schüler eine große Rolle. Daher ist es sinnvoll, diesen Interessenaspek­t aufzugreifen und für den Unterricht zu nutzen. Um die passive Konsumhaltung von Schülern nicht zu fördern, muss der Einsatz des Mediums Film allerdings so geplant werden, dass es nicht als Selbstläufer oder Programmfüller dient. Steht der Medieneinsatz im didaktischen Kontext, das heißt mit Vor- und Nacharbeit, ist er effektiv. 2. Einordnun..

3 Tips for Building the Right Corporate Culture

January 10, 2013

Source:


If there’s one thing that I’ve learned, in my ten-plus years as a finance recruiter 1in Toronto, it’s that culture matters.

It matters to employees, growing numbers of whom2 are looking to work at companies where they have a real rapport3 with their colleagues and managers. Compatibility with a company’s work culture and environment, in fact, is becoming just as important a consideration among many jobseekers4 as salary, benefits, and commute, when they’re trying to decide between employers.

But culture matters to employers, too.

A positive and impactful5 work culture can raise productivity, employee morale, and retention rates6. I’m not talking about fuzzy7, feel-good stuff here — hiring8 for fit has a real, quantifiable9 ROI10. According to a 2010 Hewitt Associates study of more than 900 organizations globally, companies with high levels of engagement among their employees outperformed11 the total stock market index, posting shareholder returns 19% higher than the average in 2009 (by contrast, companies with low employee engagement reported a shareholder return 44 per cent lower than the average).

In a ruthlessly12 competitive economy, companies are looking for any advantage they can secure over their rivals13.

As JetBlue CEO14 Dave Berger has explained, a company’s culture might be the only “trade secret” that can’t be copied or commoditized15. “The hard product…as long as you have a chequebook, [that] can be replicated16,” Berger says. “It’s the culture that can’t be replicated. It’s how we treat each other. Do we trust each other? Can we push back on each other?” A proprietary17 technology can be imitated, while a star performer can be recruited away by a competitor.

But a successful culture? That’s bigger than any single individual or innovation, and can survive them both.

So how do you build a unique and original work culture that motivates people, delivers18 results, and attracts the top talent? How can you, as an employer, make your workplace somewhere your staff are excited to be at — and that others are champing at the bit to join? Here are three pointers to help you build the right culture.

1. Define the culture .....[read full text]

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Take some time to figure out what makes your own outfit unique, or what you’d like to be known for.

2. Display your core values

Once you’ve determined what kind of culture you’re shooting for and the basic values you’d like the organization and its people to embody26, you’ll want to broadcast27 it, to your employees — current and future alike — as well as your customers and partners.

Saying that your company’s culture is such-and-such doesn’t necessarily make it so, of course; but constantly repeating and restating it publicly will help to fix it as an ideal in everyone’s minds.

Most companies will already have documented their values somewhere — for example, in their internal28 literature, such as employee handbooks and policy manuals29.

Some summary of your corporate philosophy should also be included, however, in public documents, like job postings, marketing materials, and other official communications, so that candidates and clients have an idea of the type of environment you’re operating30. What’s the point of having a great and vibrant culture if you’re not telling all the people you work with — or might hope to work with — about it?

But your values shouldn’t just be committed to print or paper; they should be reflected in the very physical environment, design, and architecture of the company — everything from your office déc.....

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That means recruiting people with a view to how well they mesh with38 the cultural ideals and values you’re looking to nourish39.

Fit, in fact, is often the most valuable predictor of a hire’s success in their position. There’s no dearth40 of candidates with long and impressive resumes, so your focus needn’t be exclusively on hiring people with the right skills and experience. Look for those who are committed to the same fundamental ideals and exhibit the same personality as the ones you value.

And keep in mind — just because a candidate is qualified for a position doesn’t necessarily mean that they are a good fit for your company.

SouthWest Airlines is famous for its philosophy of “hiring for attitude, training for skill,” on the belief that it’s easier to teach new competencies than to break old habits. The bottom line? If you hire people for what they know, you may very well end up letting them go for who they are — especially if who they are doesn’t jibe41 with who you are, as a company.

Conclusion:

To create the kind of culture that drives value and productivity, and drums up interest from candidates and customers, you need to be something of a “culture warrior42.” Imprinting43 your company’s purpose and values on every facet44 of it requires45 that you remain actively involved and vigilant46 in promoting and preserving47 the kind of culture you envision48 for it — the kind that will boost49 both your bottom line and your employees’ morale.

But by following these three steps, you can establish a winning corporate culture and work environment, so that your organization is something more than j.....

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Quote from the text to support your findings (analysis)!

  • Imagine you have been offered a job at a company that is well known for its horrible corporate culture. Would you work there? Give reasons for and against (comment).



    1 recruiter: Anwerber

    2 whom: wem, welchen, den

    3 rapport: Übereinstimmung

    4 jobseeker: Jobsuchende

    5 impactful: betroffen

    6 retention rate: Erhaltungsrate

    7 fuzzy: unklar

    8 to hire someone: jemanden anstellen

    9 quantifiable: mengenmäßig messbar

    10 ROI: Anlageertrag (return on investment)

    11 to outperform: übertreffen

    12 ruthlessly: rücksichtslos

    13 CEO: Geschäftsführer (chief executive officer)

  • 14 rival: Rivale

    15commoditize: zu
    einem
    Allerweltsprodukt
    machen

    16 to replicate: nachbilden, kopieren

    17 proprietary: besitzergreifend

    18 to deliver: liefern

    19 composite: Gemisch

    20 environment: Umgebung

    21 distinctive: verschieden

    22 integrity: Integrität, Einheit

    23 en.....

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