Die Unternehmensausrichtung der Impuls Hotel basiert auf klaren und bodenhaftenden Visionen, interpretiert in verständlichen Strategien und den Werten eines modernen Unternehmens. Mittel und langfristig ist die Ausrichtung auf Wachstum gestellt. Das Unternehmen soll sich durch die Entwicklung von erfolgreichen und innovativen Hotelprojekten in Österreich profilieren.

Stets den Markt im Auge behaltend und nach den aktuellen Trends ausgerichtet, agiert die Impuls Hotelentwicklungs, -betriebs und –beratungs GmbH unabhängig und selbständig.

Nationale wie internationale Erfahrung, Wissen, Kompetenz und Unabhängigkeit sind unabdingbare Komponenten zum erfolgreichen Betreiben von Hotels und deren Entwicklung.

Peter Peer verfügt durch seine langjährige Erfahrung im internationalen Hotelwesen, darunter knapp drei Jahrzehnte bei Accor sowie durch seine Funktion als Präsident der österreichischen Hoteliervereinigung, über die maßgeblichen Kontakte zur Entwicklung erfolgreicher Hotelprojekte und über das entsprechende Know how, um Unternehmern beratend zur Seite zu stehen.

peter.peer@impuls-hotel.com
Telefon: +43 / 1 / 889 80 25

Innovation Management
Systemic Process Guidance
The UNICON Leadership Concept
Effectiveness Analysis
Coaching
Methods

INNOVATION MANAGEMENT

From idea administration to the management of ideas
Internal suggestions often get stuck in the mud, the production of ideas drains away, and the results of idea workshops rarely find the way to their practical implementation.
For these reasons companies commonly find themselves in a position where the word ‘innovation’ remains nothing but lip service, a pious wish, or a vague hope. Innovation processes within the company require innovative procedures, impulses and methods, in order not to fall victim to routine and a complicated idea administration system.
Unicon’s innovation management concept provides you with a flexible, innovative and tried-and-tested system of measures and tools that build onto the already present structures and experiences in your company for the revival, renewal, or introduction of a successful culture of innovation, ranging from enabling teams to think innovatively to the delivery of ideas and their ultimate implementation.
Key phases of Unicon‘s Innovation Management:
• Establishing the specific need for innovation and the levels of innovation (where does innovation make sense, in which areas could innovation increase output, on which levels (processes, products, marketing etc.) does it make sense to generate ideas? )
• Revitalizing or introducing the culture of innovation and the innovation procedure (innovation structures, methods and tools; innovation skills, enjoyment of being innovative, processes for finding and filtering ideas, making enquiries, conducting feasibility studies, innovative communication and implementation)
• Interventions and tools for keeping the innovative processes running and for continually reviving and renewing them.

SYSTEMIC PROCESS GUIDANCE

Possible occasions:
• Change processes
• Mergers & acquisitions
• Cultural changes
• Changes of ownership
• Strategic changes
• Team fusions
• Staff reductions
• Knowledge management
• Crisis management etc.
Contents/ Process phases:
Analysis: Workshop, interviews, diagnosis and formation of hypothesis, drafting of concept, design and development of the intervention architecture, preparation and presentation of the design concept, deciding on the scope of the steps to be taken, carrying out the first steps, practice, coaching.
Practice accompanying workshop, conducting additional modules or taking additional steps, practice, coaching, monitoring results.
Definition of further steps to be taken both externally and internally.

Unicon Leadership Concept

Developing a Mission Statement for Leadership
A leadership concept is the drafting of optimum and efficient leadership strategies/behaviour that serve the company goals, and appropriate, specific leadership behaviour as well as certain inner attitudes and sense of values appropriate to the task of leadership.
The basis and the starting point of our concept is the principal and current requirements of the company with respect to its executive staff as well as the success strategies, the experiences, opinions, and values of those within the top management level with respect to leadership.
Objectives
• A gauge for evaluating the performance of those in leadership positions
• Orientation for the actions of executive staff
• More confidence for leaders when dealing with subordinate staff
• Forming the basis for training new executive officers
• Increasing the effectiveness of executive staff

Contents
Our leadership concept is formed from three dimensions:
1. Positive elements of the leadership culture currently being lived out (leadership ideas, leadership actions, and leadership behaviour).
2. Loopholes in the current leadership culture
3. The kind of leadership culture wished for in the future

EffectivenessAnalysis

Managers are confronted on a daily basis with the challenge of making decisions, the consequences and results of which are often not fully estimable.
We provide an effectiveness analysis in order to comprehend more precisely the complexity of this phenomenon. This enables the client to determine the effect on the company’s interfaces with the aid of a neutral, external advisor.
The objective here is to purposefully develop further the strategies of the individual departments and the company as a whole on the basis of these results.
Upstream and downstream departments (or organisations) are directly affected by internal decisions, just as are neighbouring departments. The aim is to analyse the decisions and the resulting changes in the procedures and to improve coordination.
Already existing procedures, structures, public image, and image with the other departments can be analysed in terms of their effectiveness and improved if necessary.
Your advantages:
• Time-saving internal analysis of your department’s service performance towards neighbouring departments
• Defining strengths/showing where there is a chance for further improvement
• Feedback on your own internal performance
• Optimising your own internal provision of service
• Clear information for future strategies and goals

Coaching

Personal coaching and group coaching
First and foremost, coaching means responding to the client’s individual state of mind, to discover and consciously strengthen the facilitating potential needed for reaching specific goals and at the same time to reduce certain internal hindrances.
Our working method during the coaching process therefore concentrates on “dis-covery” in the sense of “uncovering” the client’s personal resources. Here it is mainly the coach who assumes the role of the questioner. The question focusses attention, increases consciousness and brings clarity. Specific questions require a specific answer and are useful in creating consciousness and responsibility.
The coach provides feedback and intervenes using a variety of different methods. Strategies and are worked out in a second coaching level, in order to realise the objectives set. The coaching process thus also aims at providing support in implementing the client’s goals. The third level of the coaching process involves specific input, hints, and the assistance that the coach is able to contribute to the coaching topic concerned in his or her capacity as an expert.
• Preliminary talks:
o Getting to know each other, acceptance, trust
o Client’s questions regarding the coaching process
o Reason for the coaching and the client’s objectives or wishes
o Parameters
o Clarifying whether the client agrees to the coaching
o Arrangement of the first phase (timespan, first dates)
• The first coaching session will begin with establishing an objective for this session itself, as well as for the entire coaching process
• In each subsequent coaching session the various progressive steps will be discussed, resources will be activated, and further arrangements made.

Methods

Our methods of conducting seminars and accompanying change processes are primarily based on the integration of systemic consulting concepts utilizing a competence-orientated method of approach towards maximizing the apparent and latent competencies of each individual participant, whilst adapting these competencies to the situation at hand. Brief modules of theory alternate with exercises that enable participants to experience their own patterns of behaviour and to develop new types of behaviour. Queries are dealt with in workshop style, group work and discussions make it possible for participants to contribute and explain their personal experiences, knowledge, and ideas. We stage-manage reality! We make learning by experience possible. The participants will work out new knowledge and generate new ideas for themselves. The trainer will provide models and theoretical explanations, analyse procedures and behaviour patterns, present new solutions, choreograph exercises, and guide the seminar with the objective of enabling participants to expand their personal behaviour patterns. Activity, exercises and training play a large part in our seminars.

Management consultant, trainer and moderator. Personal coach to top managers and moderators. Focus: formation of executive staff, formation of team and organisations, guidance through transitional processes, change management, company and leadership cultures, conflict management, charisma training, innovative presentation techniques, rhetoric and negotiation techniques, innovation management, innovation processes, innovative thinking strategies.

Dr. Scerstine Puddu (Prokuristin)

Management consultant, psychologist, coach, conducts process guidance and training seminars. Focus: guidance through transitional processes, change management, and team formation, executive management and staff training, implementation of and guidance through customer orientation projects, time and stress management, sales, moderation of strategy, innovation and change workshops.

Dr. Corina Ahlers

Psychologist, lecturer at the University of Vienna’s Faculty of Applied Psychology, also works for the Institute of Marriage and Family Therapy in Vienna. Focus: systemic individual, couple and family therapy, clinical psychology and health psychology, group dynamics, counselling, coaching and seminars. Director of Training for the ÖAS (Austrian Working Partnership for Systemic Therapy and Consulting) and teaching therapist in the ÖAGG (Austrian Research Group for Group Therapy and Group Dynamics).

Mag. Andrea Graf

Systemic organization consultant, trainer and coach; management consultant, lecturer at the Danube University Krems. Focus: organization coach, systemic training, systemic structure installation, group interventions, solution-focused counselling.

Mag. Johannes Halapier

Management consultant whose main focus is strategic controlling for medium-sized companies. Chairman of the supervisory board of the construction company, Ing. Harald Weissel Ges.m.b.H.,
Winner of numerous scientific awards (Theodor Körner Prize for the section: Economy and Development)

Eduard Hamersky

Diploma in life and social counselling, diploma in outdoor training; systemic coach. Focus: personality and team formation, decision-making and leadership competence, communication and cooperation seminars. Eduard is also a film director (with the ORF, the Austrian public broadcasting corporation), and is himself an actor.

Marvin Miles

Trainer in communication, negotiation techniques, sales and presentation techniques in English – Marvin is an English native speaker from New York. For many years he worked for the University of Palo Alto, and held a leading function with the BBC.

Mag. Reinhard Scherler

Management consultant and executive staff trainer. Lecturer at the University of Applied Sciences’ Department of Banking and Finance. Focus: managerial training and further education, staff and organisation development, guiding fusion processes, management formation, development, potential development, leadership, and change management. For many years, Reinhard worked as a staff development and training manager for the Bank Austria Creditanstalt, he is an expert in quality management and company culture, and is an authorised change manager.

Dr. Gunther Schmidt

Co-founder and teaching therapist for the international society of systemic therapy. Co-founder of the Heidelberg Institute of systemic research and consulting. Trainer and 2nd Chairman of the Management Board of the Milton-Erickson Society for clinical hypnosis, and director of the Milton Erickson Institute in Heidelberg.

Doctor, psychotherapist, organization and development consultant, training of OE experts, numerous projects in the industrial and economic sectors in Germany; coaching.

Renate Wieser

Psychotherapist, trainer and organisation consultant. Focus: gestalt therapy, body-oriented psychotherapy according to Wilhelm Reich, Psychodrama, NLP, systemic consulting, process guidance during organisational development projects, coaching, training sessions, and counselling.

Andreas Eitelbös, MA

Master of Arts (Integrated Communication). Focus: Marketing, advertising, organization and planning, evaluation, systematization and analyses of and for organizational developments (company and team culture analyses, sales and customer orientation, time-priority analysis…). Analysis, drafting, and optimization of advertising campaigns for SMEs.

Nardin Nasr

Back office, customer care, planning and coordination of training sessions.
Nardin Nasr has been studying journalism and communication science since 2008, her major focus being on advertising, public relations and feminist communication research.

Innovation

Lateral thinking, finding and implementing ideas
Creative dreaming, finding innovative solutions in one’s sleep
Innovation management: from the administration of ideas to idea management
Successfully managing change processes
Innovative presentation methods (presentations that stand out from the mainstream)
Innovative leadership methods and leading using future imagery

Leadership & Management

Leadership competency and leadership methods
Leading without being a supervisor
From staff member to executive
Leading through personal charisma
Leading through personality
Leading through values
Motivation, inspiring the enthusiasm of your staff
The beginning is crucial: conducting placement interviews
Staff appraisals /performance reviews

Team

Team training, team development
Teambuilding (for new teams)
The world of teams; staff members as success factors in a team
Know how for team leaders

Sales & Marketing

Sales
Inspiring customers and customer orientation
Dealing with complaints
Telephone marketing “The line to success”
Sales techniques for pros
Customer relationship management
Staying professional through an eight-hour day

Personal competencies and efficiency

Conflict management
Individual self and time management
Presentation techniques
Communication, rhetoric, and body language
Communicating successfully
Moderation and guidance during change processes
Medusa

Outdoors

Outdoor experience

Before any actual services (preliminary evaluation, interviews) are rendered, the customer will be informed by UNICON in writing of the precise scope including prices. We guarantee the customer our fullest discretion with regard to all information that is given to UNICON prior to and during the course of a project.

Dates

UNICON will inform the customer of the precise date(s) for rendering the services and the contents thereof. Thereafter these will be binding for all parties. In the case where a presenter/consultant is unable to be present due to accident, illness, or Act of God etc., UNICON will provide a substitute consultant or shall arrange for a new appointment with the customer to the exclusion of any whatsoever compensation claims.

Fees:

We charge for the following:

• Consultant’s Fees (per diem rates and hourly rates according to time worked and consultants deployed)
• Travel expenses (vehicles: official price per kilometre; train tickets according to actual use)
• Accommodation expenses for the consultant
• Additional services (adapting to meet needs of the target group, photographic records, summaries, documentation, etc.)
• External expenses incurred on behalf of the customer (external fees for additional services, telephone expenses…)

Unless otherwise mentioned, the fee shall include the costs for preliminary talks, seminar hand-outs and the consultants’ preparation time. Invoicing shall take place after the total services have been rendered, or, in the case of projects consisting of several parts, after completion of each part of the services (analysis, concept design, seminar, workshop, etc.).
Where, due to problems on the part of the client (appointment collisions, terminations, fusions, joint-ventures etc.) the services cannot be rendered (as agreed), we will charge according to the agreed cancellation terms.

Payment

Payment is to be made promptly, upon receipt of the invoice and without any deductions.

Cancellation terms

• 60 to 7 days prior to commencement of services – 70% of the fee
• From 7 days prior to commencement – 90% of the fee
• From the date on which services are to be rendered – 100% of the fee

Amendments

Any changes and amendments to the existing Terms and Conditions of Business shall only then be valid where UNICON has agreed to these in writing.

Copyright protection

All documents and concept designs are the property of UNICON. Any transfer of such shall require written consent.

Jurisdiction

The place of jurisdiction is Vienna.
Last updated: 15. January 2009

Competence and quality consulting work since 1987

For more than two decades, UNICON has been providing seminars, process guidance, coaching, efficiency analyses, moderating services, workshops, outdoor units and curricula for management staff and other employees, as well as guidance through innovation management and change management projects. Unicon’s concepts are marked by quality, reliability and visible results, as well as by innovation and creativity in their contents and methods. Through our partners we are in a position to be able to develop, conduct, and implement holistic consulting concepts such as PR, marketing, external strategic controlling and anonymous testing of sales assistants and telephonists.

Seminars
Our Team
Consulting and Coaching Methods
General Terms and Conditions of Business

Willkommen bei der 1. Ausgabe von blue orange dem UNICON Newsletter.

Sie erhalten diesen Newsletter, weil Sie sich bei einem unserer Seminare oder auf www.unicon.at eingetragen haben.

Inhalte:

1. Einleitung zu unserer 13-teiligen Serie zum Thema „Führung“: Ist Mitarbeiterführung noch notwendig?
2. Serie Führung – Grundelement 1: Vertrauen
3. Informationen zu unserem Newsletter und unserer neuen Homepage www.unicon.at

Behandle die Menschen so,
als wären sie, was sie sein sollten,
und du hilfst ihnen zu werden,
was sie sein können.
(Johann Wolfgang von Goethe)

1. Ist Mitarbeiterführung noch nötig?

Führung im 21. Jahrhundert hat nach wie vor den Zweck, Menschen zu Leistungen zu ermutigen, die sie auf sich allein gestellt nicht bewältigen würden. Jedoch hat die dynamische Entwicklung der Gesellschaft die Situation für Führungskräfte und den ihnen anvertrauten Mitarbeitenden massiv verändert. Die
Bedeutung der hierarchischen Führung nimmt rapide ab, Freiheit und Freiwilligkeit, Sinnstiftung, Wissenstransfer und Lernen, Flexibilität und Aktualisierung rücken immer mehr in den Vordergrund. Die Notwendigkeit, sich auch als Führungskraft der modernen Informationstechnologien und Instrumente zu bedienen, verstärkt den Generationskonflikt vor dem Hintergrund zunehmender kultureller Vielfalt. All diese Faktoren haben selbstverständlich erheblichen Einfluss auf die notwendigen Führungsqualitäten des 21. Jahrhunderts. In der Welt des beschleunigten Wandels müssen sich auch Führungsverständnis und Führungsmethoden radikaler verändern, als je zuvor, was nicht bedeutet, das alles neu gemacht werden muss. Wertvolles aus der Vergangenheit soll mit neuen, modernen Führungstools ergänzt bzw. zum Teil verändert oder durchdrungen werden.

Unser Newsletter konfrontiert Sie unter anderem mit den neuen Herausforderungen in der Führungswelt. Die 13 Grundelemente der Führung des 21. Jahrhunderts werden Ihnen in den nächsten Monaten vorgestellt, in jedem Newsletter ein oder zwei Elemente. Ihre Gedanken, Kommentare und Ihre Meinung dazu würden uns freuen.

Erfahren Sie mehr über unsere Führungsseminare…

2. Grundelement 1: Vertrauen

Die Bedeutung der Vertrauensentwicklung und -förderung hat in den letzten Jahren aufgrund der hartnäckig durchhaltenden Vertrauenskrise in der Wirtschaft massiv zugenommen. Vertrauen aufzubauen ist nicht nur eine brisante Aufgabe der Unternehmen, sondern auch eine grundlegende Herausforderung für jede Führungskraft: Vertrauen schaffen als Fundament für das Engagement und die Kooperationsbereitschaft der Mitarbeiter. Vertrauen fördern als Voraussetzung für jede Art von Teamarbeit. Vertrauen entfachen für die Akzeptanz der Führungsleistung. Ein hohes Ausmaß an Vertrauen bewirkt Motivation und Zuversicht. Die Führungskraft, die es versteht, das Vertrauen ihrer Mitarbeiter zu gewinnen und zu erhalten, schafft eine Führungssituation, die robust ist gegen kleine und große Unebenheiten des Alltags und die auch den Unsicherheiten in Veränderungssituationen stand-halten kann. Vertrauensbildung erfolgt unumgänglich sowohl auf der kognitiven als auch auf der affektiven Ebene und erfordert die sachlich-fachlichen Fähigkeiten der Führungskraft ebenso wie ihre sozialen Kompetenzen.

3. Informationen zu unserem Newsletter und unserer neuen Homepage www.unicon.at

Vor kurzem ist unsere neu überarbeitete Homepage online gegangen. Im Zuge dieser Neugestaltung starten wir auch mit blue orange, dem UNICON Newsletter. Sie erhalten diesen Newsletter weil Sie sich bei einem unserer Seminare oder auf unserer Homepage www.unicon.at angemeldet haben.

blue orange kommt ca. 12mal pro Jahr und beschäftigt sich mit diversen Kernthemen der UNICON Unternehmensberatung. Dazu ist auch Ihre Meinung gefragt. Im Sinne einer stetigen Weiterentwicklung werden wir in den nächsten Monaten www.unicon.at sukzessive zu einer Kommunikations- und Informationsplattform ausbauen. Das wird auch die Möglichkeit beinhalten, Ihre Meinungen und Kommentare direkt auf www.unicon.at zu posten. Bis dieses Tool implementiert ist können Sie uns gerne an office@unicon.at schreiben und wir stellen Ihre Nachricht online.

Wir freuen uns nicht nur über Ihre Meinungen zu den Newsletter-Themen sondern auch über ganz grundsätzliches Feedback oder Anregungen zu Themen, die wir in den Newsletter aufnehmen sollen.

Ihr UNICON Team
29.4.2011

Wordrap

Trainerbeschreibung Wolfgang Halapier
Foto Wolfgang Halapier

Trainerbeschreibung Dr. Scerstine Puddu
Foto Dr. Scerstine Puddu

Presseaussendung 21. Juli 2011 – Besuchsdauer überladener Websites nimmt dramatisch ab

Download PA_21.7.2011

Abstract:
Uninteressante Seiten werden nur ca. 10 Sekunden betrachtet
Inhalte gehen oft unter
Das Internet als aktives Medium
Fehler in der Zielgruppen-Ansprache
Usability