TY - BOOK A1 - Ternès, Anabel A1 - Sasse, I. T1 - Perspektivwechsel: Kinder und Jugendliche über das, was sie bedrückt N2 - Aufwachsen in Deutschland heißt heute hineinwachsen in eine Gesellschaft, die geprägt ist durch Wandel, Medien, Kommerzialisierung und Digitalisierung unserer Lebenswelt. Auch das Spannungsverhältnis zwischen gestiegenen Möglichkeiten und Freiheiten einerseits und erhöhten Risiken und Entscheidungszwängen andererseits ist dabei zentral. Angesichts einer gestiegenen Zahl an Deliquenz, Gesundheitsstörungen, erhöhter Gewaltbereitschaft und einer Zunahme von Suchtverhalten bei Kindern und Jugendlichen sind Maßnahmen in der Kinder- und Jugendarbeit erforderlich, die bei den Betroffenen und ihrem Problembewusstsein ansetzen. Die vorliegende Untersuchung über die Probleme von Kindern und Jugendlichen stellt Ergebnisse vor, denen konkrete Aussagen von Kindern und Jugendlichen zu ihrer Erfahrungswelt zugrunde liegen. Sie greift Fragen auf, die in Untersuchungen noch zu wenig Berücksichtigung finden und bildet damit einen aktuellen Beitrag zur Diskussion um Kindheit heute. KW - Kindheit KW - Jugend Y1 - 2011 SN - 978-3-8630-6720-5 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. PB - Akademische Verlagsgemeinschaft München CY - München ER - TY - JOUR A1 - Ternès, Anabel A1 - Towers, Ian T1 - Managing change to avoid unwanted outcomes JF - Marketing Review St. Gallen N2 - The process of change is difficult to manage. In this paper the authors investigate a planned organisational change involving a marketing department that did not reach its objectives and had several unwanted outcomes. The authors show how a multi-level model is helpful understanding change processes, and suggest how change can be managed more successfully. KW - Change Management Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. VL - 30 IS - 5 SP - 72 EP - 82 ER - TY - CHAP A1 - Ternès, Anabel A1 - Prigge, Philipp ED - Schwender, Clemens T1 - Medial konstruierte Altersbilder: Phänomene der Stereotypenbildung bzw. der positiven und negativen Überzeichnung T2 - Screening Age: Medienbilder – Stereotype – Altersdiskriminierung N2 - Keine Angabe - No details T3 - Gesellschaft - Altern - Medien - 5 KW - Massenmedien KW - Alter KW - Diskriminierung KW - Stereotypisierung Y1 - 2012 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. SP - 169 EP - 184 PB - kopaed CY - München ER - TY - CHAP A1 - Kavelara-Lodge, Eleni A1 - Ternès, Anabel T1 - Arbeitnehmergesundheit als Chefsache? Warum betriebliches Gesundheitsmanagement langfristig nur erfolgreich sein kann, wenn Arbeitnehmer die Verantwortung für ihre eigene Gesundheit übernehmen T2 - Corporate Health Jahrbuch 2012 N2 - Keine Angaben - No details KW - Arbeitnehmergesundheit KW - Betriebliches Gesundheitsmanagement Y1 - 2012 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. SP - 110 EP - 114 PB - Hoehner Research & Consulting Group CY - Bonn ER - TY - JOUR A1 - Ternès, Anabel T1 - Warum Qualität und Vertrauen im nachhaltigen Vertrieb zählen JF - Sales Business N2 - Keine Angabe - No details KW - Vertrieb Y1 - 2012 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. IS - 12 ER - TY - CHAP A1 - Ternès, Anabel ED - Ternès, Anabel T1 - The Challenges of Online Communication for Business T2 - Communication: Breakdowns and Breakthroughs (E-Book) N2 - Keine Angabe No details KW - Online Communication KW - Business Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. SP - 129 EP - 140 PB - Inter-Disciplinary Press CY - Oxfordshire ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel T1 - Change journeys, language and reflexivity T2 - 8th International Conference in Critical Management Studies, Manchester N2 - When planned organisational change happens, the members of the organisation experience it in different ways at different times. Their “change journeys” begin with the original response to the change initiative and they pass through a sequence of steps from the initial realisation that there is a discrepancy or inconsistency with pre-existing schemas (i.e. when the individual learns of a change, or perceives that there has been a change) to an actual change in their own schemas (George and Jones, 2001), which is the point where the change journey has (temporarily) ended and the destination been reached. Such a journey becomes possible when individuals start to question their own position(s) in regard to the change, when they start taking into account their own reactions to it together with developments and responses to the change initiative at the meso and macro-level over time. As individuals reach different understandings about themselves during the change process, their change journey itself changes: they may set out for a new destination, or continue to the original destination but follow a different route. Much of the literature on reactions to change ignores the tendency of individuals to pay attention to their own reasons for how they react and tends to view responses to change–especially resistance– almost as an involuntary reflex rather than as part of a complex process of interpretation and action carried out by self-aware individuals. This paper reports on how reflexivity is a vital aspect of the change journey. We carried out a longitudinal, multi-level qualitative study of a planned change initiative at PCo, the Canadian subsidiary of a European pharmaceutical company, which involved the introduction of a new organisational structure– the creation of a matrix structure. Grounded theory was used to guide the research. More than sixty in-depth interviews were carried out over a period of eighteen months. The data from these interviews were supplemented by quantitative data. We describe how members of the organisation thought through what the change was “really” about and what it meant for them. They told stories and passed on anecdotes, which provided a way of demonstrating their own analysis of the change and their role in it, and of then building on this in order to achieve particular goals, like simply securing their own position or moving up the career ladder. We show that there was an element of playfulness in these processes. The employees analysed their own position and changed this according to developments in their groups and in the organisation. For some, it was like playing a game where they had to react to what was going on and change their tactics and strategy. This could then meant replanning their own change journeys. In analysing this process, we pay particular attention to the role of language. Language is not simply a mechanism of communication, but rather a fundamental aspect of organisation and organising (eg Westwood and Linstead, 2001). One view is that organisation exists only through language, leading to views of organisation as text, or as narrative, or as constituted in discourse (e.g. Mumby and Clair, 1997). So there is great value at investigating discourse during change processes because language, in the form of conversations, stories and rumours, is a significant factor in the way change is conceptualised (Balogun and Johnson, 2005). Conversation – “language-based interactions of individuals within organisations” (Woodilla, 1998: 33)– is one of the most common forms of communication in the workplace. Studies of managerial activities (e.g. Mintzberg, 1973) have shown that managers spend a large part of their time in carrying out oral communications. The act of conversation and the content of conversation produce action (Hardy et al., 2000), which indicates why conversations can play an important part in a change process. The way in which organisational members negotiate meaning in the change process is through discursive practices and textual objects (Anderson, 2005). Indeed, coherent language use can play a significant role in the outcome of change initiatives (Sillince, 1999) and there are fragmented and competing discourses within an organisation during a change process. Stories play a significant role in the creation and maintenance of meaning in organisations. Stories are passed from one person to another through conversation, and storytelling is “something done around the water cooler” (Boje at al., 2001: 166). The informal nature of storytelling does not mean that it is not important. Boje (1991) shows how the use of stories enabled change to take place, as when an executive's storytelling enabled him to convince colleagues to move in new direction. Indeed, Tsoukas (2005) argues that organisational change is the process of constructing and sharing new meanings and interpretations of organisational activities. Discourse, then, is a mechanism through which change happens and through which change journeys are planned and re-planned and made. The members of an organisation use discourse in all its various forms to reflect on and change (or not) their own position and to influence the change journeys of others. KW - Organisational Change KW - Language Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel T1 - Become a responsible manager by watching TV T2 - 27th Annual Conference Managing to Make a Difference, Liverpool N2 - Keine Angabe No details KW - Management Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel A1 - Shauchenka, Natallia T1 - Testing the impact of gamification on the interest in urban planning T2 - 12th Annual Worldwide Forum on Education and Culture, Rome N2 - Keine Angabe No details KW - Urban Planning KW - Gamification Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - GEN A1 - Towers, Ian A1 - Ternès, Anabel A1 - Shauchenka, Natallia T1 - Testing the impact of gamification on the interest in urban planning N2 - Keine Angabe No details KW - Urban Planning KW - Gamification Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER -