Acknowledgments, xi, 
Preface, xiii, 
Part I. The Theory: The Foundation for a Healthy Work Environment, 
Chapter 1 A Healthy Work Environment Begins with Leadership, 3, 
Chapter 2 Transactional versus Transformational Leadership, 7, 
Chapter 3 Enlightened Leadership, 11, 
Part II. The Action Plan: How to Create a Healthy Work Environment, 
Chapter 4 The Right Team Members, 19, 
Chapter 5 Integration, 27, 
Chapter 6 Purpose, 34, 
Chapter 7 Mission Statement, 40, 
Chapter 8 Vision, 49, 
Chapter 9 Goal Accomplishment: Part 1, 59, 
Chapter 10 Goal Accomplishment: Part 2 Strategic Planning, 67, 
Chapter 11 Systems, 78, 
Chapter 12 Communication, 91, 
Chapter 13 Trust, 100, 
Chapter 14 Appreciation, 115, 
Chapter 15 Respect, 127, 
Chapter 16 Accountability, 140, 
Chapter 17 Pride in Work Well Done, 149, 
Chapter 18 Engagement, 156, 
Chapter 19 Decision Making, 167, 
Chapter 20 Confrontation with Care, 180, 
Chapter 21 Problem Solving: The Key to Progress, 187, 
Chapter 22 Delegation of Responsibility, 194, 
Chapter 23 Reward for Work Well Done, 200, 
Chapter 24 Change, 207, 
Chapter 25 Reflections and Telescopes, 217, 
Chapter 26 Fun!, 225, 
Imagine, 229, 
Bibliography, 231, 
Appendix: New Employee Orientation Checklist, 239, 
About the Author, 243,

CHAPTER 1

A Healthy Work Environment Begins with Leadership

If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.

— John Quincy Adams

Each person on a team is a leader — each and every person.

First, you are a leader of yourself. You make a decision about how you will approach the day — every day. Will you bring a good attitude to work — or a sour attitude? Will you be an asset to the organization — or a detriment? Each person has the opportunity to make or break the relationship with a client, customer, vendor, or patient. And so, you choose. How will you impact each day and your organization's productivity?

Second, each person is a leader of other members of the team. Teammates must be able to count on one another. Your colleagues need to trust that you will do what you are supposed to do, how and when you are supposed to do it. And you must be able to count on others in the same way. In addition, ask about the goals and aspirations of your teammates and help them accomplish those aspirations. Encourage their growth and productivity. Everyone wins.

Third, you are a leader of your clients. You cannot push anyone into making a decision, but you can lead them into making a decision — hopefully one that leads them to purchase your product or service. Your interactions with clients will influence their opinions of your team, your employer, and your organization. You are the face of the organization with each and every interaction.

Leadership is the foundation of a healthy work environment. Some leaders are great, and others are not so great. Think of people whose leadership had powerful, positive influences and effects upon your life. Ask yourself the following questions:

1. What did they do that was helpful and supportive?

2. How did they talk to you? Did they give you feedback that helped you grow and get better?

3. Was their guidance sometimes tough? Was it positive and constructive?

4. How did you respond when they corrected something you were doing?

5. What actions of good leaders do you want to incorporate into your life, and which things do you never want to do?

Peter Drucker, one of the leading management experts of our time, coined the term knowledge workers. Knowledge workers make up the main body of people in the workplace today. They want to grow, develop, and make a difference. They want to be fairly compensated, have balanced lives, and feel enriched because of the work they are doing. Therefore, as the workplace evolves, altering the skills of leadership to meet the needs of this new knowledge worker will be beneficial to prosperity. Drucker indicated that knowledge workers own their skills. They can and will move if the workplace situation does not allow them to flourish (Drucker, 1999).

The Theory

I am going to lead you through a synopsis of the theory — the research — behind the book you are preparing to read and study. What! Gasp! Theory? Yes, theory. The background. The foundation. The reason behind what I am getting ready to teach you. I don't want you to build a work environment on sand! Nope! I want you to build it on rock. Solid rock. And that's the research. The history. The foundations of truth are instrumental for any long-lasting business, relationship, or country.

As a longtime student of piano, I studied theory ad nauseam. I did my "dozen-a-day" and Czerny exercises every day. My first piano recital piece was "The Country Capers." But, lo and behold, after years of intentional study of the theory and many hours of practice, my senior recital piece was Grieg's "Sonata OP. 7," which I can still play. When you truly learn something, you own it. It isn't a fleeting discovery or a passing fancy. It is grounded. Internally yours. You never know how far you can go with a foundation of theory and a lot of practice!

My intention is to provide the theoretical groundwork — the foundation — to give you the mechanisms to turn principles and theory into daily realities: things you can sink your teeth into, make happen, and put into action. Fair enough? Okay, then, read on.

CHAPTER 2

Transactional versus Transformational Leadership

Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.

— Warren Bennis

There are two distinct types of leadership that are evident in the workplace: transactional and transformational. Let's look at each.

Transactional Leadership

Transactional leadership has been dominant in the workplace historically, but this is changing. In this type of work environment, the leader dictates to followers what they will do and how they will do it. The leader indicates requirements and the results that are to be accomplished and outlines the rewards for fulfilling these requirements. There is little interactive communication. Creativity is not encouraged. Rewards are defined by money — not fulfillment or growth. Rewards for work well done are finite. There's not much room for personal development.

Transactional leadership is a hierarchical style of leadership with a top-down style of authority. The employees do not participate in decision making, and their ideas are not encouraged. Communication channels between executives and employees are limited.

Wow! That doesn't sound fun, does it?

Talented people will leave an organization if they are not challenged and appreciated. In a work environment where transactional leadership is evident, attracting and retaining top team members is tough! They may come, but they may not stay.

Certainly, there are times and situations where the executive team or owners must take charge and, of course, they expect and require certain levels of performance. There are times when transactional leadership is not only desired; it is necessary. However, the methods by which leaders encourage productive performance are changing.

Transformational Leadership

In contrast, transformational leaders inspire and motivate employees to achieve excellent results in their work and to become leaders themselves. Their leadership style is horizontal rather than hierarchical. Workers are empowered, and individual goals as well as organizational goals are aligned with their unique talents and abilities.

The function of leadership is to produce more leaders, not more followers.

— Ralph Nader

Transformational leaders consistently stimulate awareness of the mission and vision of the organization. They encourage team members to be a part of writing goals and designing action plans to accomplish them. In other words, team members participate — and love it.

So study the theory and practice!

Transformational leaders are role models. Colleagues and employees respect them. They trust them to do what they say they will do. Followers believe in their leaders, want to be like them, make them proud by performing well, and emulate the lives of these revered leaders. These leaders function not from a place of power but from a place of integrity and nurturing (Bass and Avolio, 1994). Talented people can and will perform excellently when provided education, development opportunities, and feedback, so continuing education is offered. It is not seen as a mandate but as a benefit. A transformational leader sees employees as individual human beings who have lives outside the organization and honor the "whole person." These leaders have a sense of hope and optimism.

When transformational leaders set their goals and expectations at a high level, employees tend to do the same thing. Alignment with the purpose, mission, and vision is evident in every aspect of the business. All people, all products, all marketing, and all interactions with clients send the same message. When the leader sets this tone and consistently represents this vision, other members of the team will be more likely to do the same (Jameson, 2000).

Optimism is a belief in and expectation of positive outcomes, even in the face of difficulty, challenge, or crisis. Optimism is the expectation for the best in everybody, everything, and every situation.

People come to an organization and stay committed to the organization for different reasons.

1. Some love the work itself because it gives them a chance to make a difference, affect the life of another, or work toward positive social change.

2. Some want and need the money, the benefits, and the practical, essential elements of life.

3. Some want the social interaction with people who share a common interest and vision.

4. Some thrive in an environment where their gifts and talents are appreciated

5. And some come for all of the above reasons (L. Murphy, 2005).

Rather than coming to work for the sole purpose of drawing a paycheck, people who are inspired and motivated by a transformational leader want to be there. They perform well as a commitment to the organization and the leaders rather than from a posture of compliance. When people find creative expression in their work and experience joy and happiness in the workplace, the emotions transfer to home and family (Bass and Avolio, 1994). Employees today want to be trusted with the freedom to make decisions and to be creative while doing so (Webb, 2007).

What an exciting time in the workplace today. Natural, caring relationships are desired rather than tyrannical relationships that are difficult for all parties. Transformational leadership is the way of the future — and the future is now.

CHAPTER 3

Enlightened Leadership

Enlightened leadership is spiritual if we understand spirituality not as some kind of religious dogma or ideology but as the domain of awareness where we experience values like truth, goodness, beauty, love and compassion, and also intuition, creativity, insight and focused attention.

— Deepak Chopra

Consider the values that Chopra states in this opening quote: truth, goodness, beauty, love, compassion, intuition, creativity, insight, and focused attention. Interpret those values into your own thought processes and experiences. What does each mean to you? To your organization? Does this seem "fluffy" to you? Something you want to avoid like the plague? Would it be interesting or great if these values were present in your interactions with each other and with your customers?

Throughout this book, I am going to take these fluffy areas and give you nuts and bolts ways to create an environment where this is not only the standard but the norm. People in the digital and technological era of today are not the same as people from the industrial era. Don't turn your head away and pretend you don't see. Embrace the terrific evolution that is occurring as transformational leadership comes into its own. While the great leaders, theorists, and researchers have professed the values of this type of leadership for centuries, its time has come.

Today's knowledge worker wants to maximize potential, find satisfaction in the workplace, and be respected by colleagues and employers. They want to be competent in their jobs. People spend so much time at work, and they want to enjoy being there. With a more respectful, communicative relationship between employer and employee, the employer/leader becomes the one who serves the employee rather than the reverse (Durkheim, 1961).

The first responsibility of a leader is to define reality.
The last is to say thank you.
In between, the leader is a servant.
— Max De Pree

Hierarchy of Needs

Can a book be written on management without including a nod of the head to Maslow? Not this psychologist! The work of Abraham Maslow is foundational to the principles being described throughout this book.

Maslow (1999) developed a hierarchy of needs, delineating the various levels of need in a human being that must be satisfied for a person to rise to the next level of development. People can advance to the next level of need only when they have satisfied the previous level or levels. This principle applies to the work environment and life in general. The hierarchy of needs (Maslow, 1999) follows (from lowest to highest):

1. physiological needs

2. safety and security needs

3. social needs: love and belonging

4. esteem needs

5. self-actualization

Maslow's Hierarchy of Needs.

In an environment that professes and practices what Maslow termed enlightened management (1998), employees are trusted, and they trust the leaders. Needs are identified, and effort is made to satisfy those needs. Mutual care and respect are evident between and among employees and employers. In this kind of an enlightened environment, the concept of teamwork, cooperation, and spirit of unity can develop. Synergy is desired. Well-established systems make it possible for people to function at an optimum level, synergistically.

A young person with whom I work said, "I know I can do what I'm supposed to do because I can count on my teammates to do what they are supposed to do. We function like a well-oiled machine: no glitches. Things flow really well because we are a cohesive unit. It's fun!" Unselfish behavior is the hallmark rather than a competitive, hostile environment.

Flow

Csikszentmihalyi (1990) described flow as "a state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it." This kind of experience, inside or outside of work, is pleasurable to the point that people lose track of time and are not easily distracted from the activity in which they are engaged. They are deeply involved in the activity and do not want to stop — even for meals. They may find it difficult to turn their attention to other activities or to other people; time seems to pass quickly without notice (Csikszentmihalyi, Rathunde, and Whalen, 1993).

Csikszentmihalyi and his colleagues found that flow is being in a zone or a mental state where people become so fully immersed in an activity or project that they have focused energy, total involvement, and enjoyment in what they are doing. Flow is "completely focused motivation." People who truly love their work and the service they are providing are happier, more successful, and accomplish a higher level of performance. The flow theory proposes three conditions that have to be met to create a state of flow:

1. A clear set of goals and methods for evaluation. This provides directions and structure to tasks being performed.

2. Clear and immediate feedback that allows for rapid adjustments to be made to improve performance

3. A balance between the perception of the difficulty of the task and the perception of the ability to perform the task. Confidence is a characteristic of flow. (Csikszentmihalyi, 1990)

The challenges of staying in flow are boredom, apathy, and anxiety.

1. Boredom: Challenges are few and far between; a person's skills level exceeds the requirement of the job; talent is not nurtured. Remedy: These people will seek other opportunities if they are not challenged. Provide new responsibilities that give them a chance to stretch and grow. Trust them.

2. Apathy: No interest. Skills are underused. Challenges are low. Unmotivated. Don't care. Remedy: Find their interest. Match the interests to the tasks. Light the fire.

3. Anxiety: Challenges are so high that they exceed a person's ability or skill level. This causes distress and discomfort. Remedy: New skills can be learned. Provide support, education, and feedback to lift skill level and confidence.

(Continues...)

Excerpted from Creating a Healthy Work Environment by Cathy Jameson. Copyright © 2016 Cathy Jameson Ph.D.. Excerpted by permission of Balboa Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

“Acerca de” puede pertenecer a otra edición de este título.

preigu

Osnabrück, Alemania

Vendedor de 5 estrellas

Vendedor de IberLibro desde 5 de agosto de 2024

Tarifas de envío de Alemania a Estados Unidos de America

Artículo	De 60 a 60 días hábiles	De 60 a 60 días hábiles
Primer artículo	EUR 70,00	EUR 70,00

Los plazos de entrega los establecen los vendedores y varían según el transportista y la ubicación. Los pedidos que pasan por la aduana pueden sufrir retrasos y los compradores son responsables de los aranceles o tarifas asociadas. Los vendedores pueden ponerse en contacto con usted en relación con cargos adicionales para cubrir cualquier aumento en los costes de envío de los artículos.

Métodos de pago

PayPal

Descripción de la tienda

preigu betreibt einen Onlineversandhandel mit über 1 Mio. Produkten in verschiedenen Sortimenten. Das Kernsortiment besteht aus Büchern, Medien und Spielwaren. Ein gelungenes Einkaufserlebnis ist das Ziel einer jeden Bestellung bei preigu, denn der Kunde und seine Zufriedenheit stehen an erster Stelle. preigu setzt daher auf einen kompetenten Kundenservice, funktionierende Prozesse und schnelle Reaktion.

Especialidad

Bücher, Spielwaren

Información empresarial del vendedor

preigu GmbH & Co. KG

Lengericher Landstraße 19
Osnabrück, Alemania 49078

About Us

Legal website operator identification:

preigu GmbH & Co. KG
Lengericher Landstr. 19
49078 Osnabrück
Germany

Telephone: +49 (0) 541 / 580 72 84
Email: mail@preigu.de

VAT No: DE 455 380 498
AG Osnabrück - HRA 209647

PhG: preigu Verwaltung GmbH
AG Osnabrück - HRB 221793
CEO: Ansas Meyer

We are neither willing nor obliged to participate in dispute resolution proceedings before consumer arbitration boards.

We are a member of the initiative "FairCommerce" since 30.11.2016.
For more information, see: https://www.haendlerbund.de/de/haendlerbund/interessenvertretung/faircommerce

Contactar con el vendedorVer los artículos de este vendedorVer la página principal del vendedor

Condiciones de venta

Standard Business Terms and customer information

I. Standard business terms

§ 1 Basic provisions

(1) The following terms and conditions of business apply for all contracts concluded with us as the supplier (preigu GmbH & Co. KG) via the websites AbeBooks and/or ZVAB. Unless otherwise agreed, the inclusion of your own terms and conditions is explicitly rejected.

(2) A ‘consumer' in the sense of the following regulations is every natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities. The term ‘businessman' refers to every natural person, legal person or legally responsible partnership that concludes a legal transaction in pursuance of his/its independent professional or commercial activity.

§ 2 Conclusion of the contract

(1) The subject-matter of the contract is the selling of products .

(2) If an article is placed by us with AbeBooks or ZVAB, the activation of the page on AbeBooks or ZVAB shall involve the binding offer to conclude a contract under the terms and conditions contained in the article page.

(3) The contract shall become effective via the online shopping cart system as follows:
The products intended for purchase are moved to the "shopping cart". You can select the "Shopping Cart" using the appropriate buttons on the navigation bar and make changes there at any time.
After calling up the "Checkout" page and entering the required personal data and payment and shipping conditions, all order information is then displayed again on the order summary page.
Before submitting the order, you have the ability once more to review or change any information here (you may also use the "back" button on the Internet browser), or to cancel the purchase.
By clicking the "Buy now" button to submit the order, you declare your legally binding acceptance of the order which makes the contract effective.
(4) The execution of the order and the sending of all the details necessitated by the conclusion of the contract take place via e-mail, in a partially-automated manner. Consequently, you have to ensure that the e-mail address that you have deposited with us is the correct one, and that the receipt of the respective e-mails is guaranteed. In particular, you have to ensure that the respective e-mails are not blocked by a SPAM filter.

§ 3 Right of retention, reservation of proprietary rights

(1) You can only exercise a right of retention if the situation in question involves claims arising from the same contractual relationship.

(2) The goods remain our property until the purchase price is paid in full.

§ 4 Warranty

(1) The statutory warranty rights are applicable.

(2) As a consumer, you are requested to promptly check the product for completeness, visible defects and transport damage as soon as it is delivered, and promptly disclose your complaints to us and the shipping company in writing. Even if you do not comply with this request, it shall have no effect on your legal warranty claims.

(3) If a characteristic of the goods deviates from the objective requirements, the deviation shall only be deemed to be agreed if you were informed of the same by us before submitting the contractual declaration and the deviation was expressly and separately agreed between the contracting parties.

§ 5 Choice of law, place of fulfilment, jurisdiction

(1) German law shall apply. This choice of law only applies to customers if it does not result in the revocation of the protection guaranteed by the mandatory provisions of the law of the country in which the respective customer's usual place of residence is located (benefit-of-the-doubt principle).

(2) If you are not a consumer, but a businessman, a legal entity under public law or an institutional fund governed by public law, our place of business is the place of jurisdiction as well as the place of fulfilment for all services that follow from the business relationships that exist with us. The same condition applies to situations in which you are not associated with a general place of jurisdiction in Germany or the EU, as well as situations in which the place of residence or the usual place of residence is not known at the time of commencement of proceedings. This has no bearing on the capacity to call upon the court associated with another place of jurisdiction.

(3) The provisions of the UN Convention on Contracts for the International Sale of Goods are explicitly inapplicable.

II. Customer information

Identity of the seller

preigu GmbH & Co. KG
Lengericher Landstr. 19
49078 Osnabrück
Germany
Telephone: 0541-580 72 84
E-Mail: mail@preigu.de

We are neither willing nor obliged to participate in dispute resolution proceedings before consumer arbitration boards.

Information regarding the conclusion of the contract

The technical steps associated with the conclusion of the contract, the contract conclusion itself and the correction options are executed in accordance to the regulations "conclusion of the contract" in our standard business terms (part I.).

Contractual language, saving the text of the contract

3.1 Contract language shall be English.

3.2 The complete text of the contract is not saved with us. Before the order is sent, the contract data can be printed out or electronically saved using the browser's print function. After the order is received by us, the order data, the legally-mandated details related to distance selling contracts and the standard business terms are re-sent to you via e-mail.

Main features of the product or service

The key features of the goods and/or services can be found in the respective quote.

Prices and payment arrangements

5.1 The prices mentioned in the respective offers represent total prices, as do the shipping costs. They include all the price components, including all the incidental taxes.

5.2 The dispatch costs that are incurred are not included in the purchase price. They can be viewed by clicking the appropriate button on our website or in the respective quote, are shown separately over the course of the order transaction and must additionally be borne by you, insofar as free delivery is not confirmed.

5.3 If delivery is made to countries outside of the European Union, we may incur unreasonable additional costs, such as duties, taxes or money transfer fees (transfer or foreign exchange fees charged by the banks), which you must bear.

5.4 You must also bear the costs arising from money transfers in cases in which the delivery is made to an EU Member State, but the payment is initiated outside of the European Union.

5.5 The payment methods that are available to you are shown by clicking the appropriate button on our website or are disclosed in the respective quote.

5.6 Unless otherwise specified for the respective payment methods, the payment claims arising from the contract that has been concluded become payable immediately.

Delivery conditions

6.1 The delivery conditions, delivery date and existing supply restrictions, if applicable, can be found by clicking the appropriate button on our website or in the respective quote.

Unless a different period is specified in the item description or our delivery conditions, the goods are delivered within 3-5 days after the conclusion of the contract (in case an advance payment has been agreed upon, after the payment authorisation).

6.2 If you are a consumer, the following is statutorily regulated: The risk of the sold item accidentally being destroyed or degraded during shipping only passes over to you when the item in question is delivered, regardless of whether or not the shipping operation is insured. This condition does not apply if you have independently commissioned a transport company that has not been specified by us or a person who has otherwise been appointed to execute the shipping operation.

Statutory warranty right

Liability for defects is governed by the "Warranty" provisions in our General Terms and Conditions of Business (Part I).

Information on battery disposal

In connection with the sale of batteries or the delivery of devices containing batteries, we are obliged to inform you of the following:

Batteries must not be disposed of with household waste.

You can either return used batteries that we carry or have carried in our range as new batteries to us at your own expense or return them free of charge to our shipping warehouse (shipping address). Alternatively, you can hand in the batteries at your local collection points.

As an end user, you are legally obliged to return used batteries so that they can be recycled or disposed of properly.

Used batteries may contain harmful substances that can damage the environment or your health if not stored or disposed of properly. However, batteries also contain important raw materials such as iron, zinc, manganese or nickel and can be recycled.

The symbols on the batteries have the following meanings:

The symbol of the crossed-out wheelie bin means that the battery must not be disposed of with household waste.

For batteries containing a certain amount of lead, cadmium or mercury, the following additions below the symbol with the crossed-out wheelie bin indicate the respective pollutants:

Pb = Battery contains more than 0.004% lead by weight
Cd = Battery contains more than 0.002% cadmium by weight
Hg = Battery contains more than 0.0005% mercury by weight

Information on the costs involved in accordance with Article 56 (4) of the EU Battery Regulation (Regulation 2023/1542) can be found at the ‘Batterie-Zurück (https://www.batterie-zurueck.de/de/bewirtschaftungvonaltbatterien/)' initiative.
Please pay attention to the above instructions.

Derecho al desistimiento

Instructions for revocation

Right of withdrawal for the sale of goods

Revocation right for consumers
(A ‘consumer' is any natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities.)

Instructions for revocation

Revocation right
You have the right to revoke this contract within 14 days without specifying any reasons.
The revocation period is 14 days with effect from the day,

on which you or a third party nominated by you, which is not the carrier, had taken possession of the products, provided you had ordered one or more products within the scope of a standard order and this/these product/products is/are delivered uniformly;
on which you or a third party nominated by you, which is not the carrier, had taken possession of the last product, provided you had ordered several products within the scope of a standard order and these products are delivered separately;
on which you or a third party nominated by you, which is not the carrier, had taken possession of the last part delivery or the last unit, provided you had ordered a product, which is delivered in several part deliveries or units;

To exercise your right of withdrawal, you must inform us (preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Telephone number: +49 (0) 541 / 580 72 84, E-Mail address: mail@preigu.de) by means of a clear declaration (e.g. a letter sent by post, or an e-mail) of your decision to withdraw from this contract. You can use the attached model withdrawal form for this purpose, which is, however, not mandatory.

You can also exercise your right of withdrawal online by clicking on a button labelled accordingly (such as ‘Withdraw from contract' or similar) on the AbeBooks/ZVAB website. If you use this online function, you will immediately receive a confirmation of receipt on a durable medium (e.g. via email) containing information on the content of the withdrawal notice, as well as the date and time of its receipt.

In order to safeguard the revocation period, it is sufficient that you send the notification about the exercise of the revocation right before the expiry of the revocation period.

Consequences of the revocation

If you revoke this contract, we shall repay all the payments, which we received from you, including the delivery costs (with the exception of additional costs, which arise from that fact that you selected a form of delivery other than the most reasonable standard delivery offered by us), immediately and at the latest within 14 days from the day on which we received the notification about the revocation of this contract from you. We use the same means of payment, which you had originally used during the original transaction, for this repayment unless expressly agreed otherwise with you; you will not be charged any fees owing to this repayment.

We can refuse the repayment until the products are returned to us or until you have furnished evidence that you have sent the products back to us, depending on whichever is earlier.

You must return or transfer the products to us immediately and, in any case, at the latest within 14 days with effect from the day on which you inform us of the revocation of this contract. The deadline is maintained if you send the products before the expiry of the 14 day deadline.

You bear the direct costs for returning the products.

You must pay for any depreciation of the products only if this depreciation can be attributed to any handling with you that was not necessary for checking the condition, features and functionality of the products.

Criteria for exclusion or expiry

The revocation right is not available for contracts

for delivery of products, which are not prefabricated and for whose manufacturing an individual selection or stipulation by the consumer is important or which are clearly tailored to the personal requirements of the consumer;
for delivery of products, which can spoil quickly or whose use-by date would be exceeded quickly;
for delivery of alcoholic drinks, whose price was agreed at the time of concluding the contract, which however can be delivered 30 days after the conclusion of the contract at the earliest and whose current value depends on the fluctuations in the market, on which the entrepreneur has no influence;
for delivery of newspapers, periodicals or magazines with the exception of subscription contracts. The revocation right expires prematurely in case of contracts
for delivery of sealed products, which are not suitable for return for reasons of health protection or hygiene if their seal has been removed after the delivery;
for delivery of products if they have been mixed inseparably with other goods after the delivery, owing to their condition;
for delivery of sound or video recording or computer software in a sealed package if the seal has been removed after the delivery.

Specimen - revocation form

(If you wish to revoke the contract, please fill up this form and send it back to us.)

To preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Email address: mail@preigu.de :
I/we () herewith revoke the contract concluded by me/ us () regarding the purchase of the following products ()/
the provision of the following service ()
Ordered on ()/ received on ()
Name of the consumer(s)
Address of the consumer(s)
Signature of the consumer(s) (only in case of a notification on paper)
Date

(*) Cross out the incorrect option.

Privacidad y seguridad

Data protection declaration

Unless stated otherwise below, the provision of your personal data is neither legally nor contractually obligatory, nor required for conclusion of a contract. You are not obliged to provide your data. Not providing it will have no consequences. This only applies as long as the processing procedures below do not state otherwise.
"Personal data" is any information relating to an identified or identifiable natural person.

Responsible person
Contact us at any time. The person responsible for data processing is: Ansas Meyer, Lengericher Landstr. 19, 49078 Osnabrück Deutschland, +49 (0) 541 / 580 72 84, mail@preigu.de

Collection and processing when using the cancellation button
If you have entered into a contract via this platform for which a statutory right of cancellation applies, the platform provides you with a cancellation function (cancellation button) through which you can submit your notice of cancellation immediately.
When using the cancellation function, your personal data (name, email address, details identifying the contract or part of the contract you wish to withdraw from, and the time (date and time) of sending the notice of withdrawal) will only be collected to the extent that you have provided it.
The purpose of data processing is to provide you with the statutory option to withdraw from your contract and to ensure the proper processing of your withdrawal.
The platform operator collects your data on the basis of Article 6(1)(f) of the GDPR, namely the legitimate interest in ensuring the general accessibility of the statutory withdrawal function on the platform. You will receive a confirmation email from the platform operator acknowledging receipt of your notice of withdrawal.
The data is then transmitted to us by the platform operator.
If the contact relates to a contract already concluded between you and us, this data processing is carried out on the basis of Article 6(1)(b) of the GDPR. Otherwise, data processing is carried out on the basis of Article 6(1)(c) of the GDPR, to fulfil a legal obligation to provide an electronic withdrawal function.
We use your email address solely to process your notice of withdrawal. Your data will subsequently be deleted in accordance with statutory retention periods, provided you have not consented to further processing and use.

Collection, processing, and transfer of personal data in orders
When you submit an order we only collect and use your personal data insofar as this is necessary for the fulfilment and handling of your order as well as processing of your queries. The provision of data is necessary for conclusion of a contract. Failure to provide it will prevent the conclusion of any contract. The processing will occur on the basis of Article 6(1) b) GDPR and is required for the fulfilment of a contract with you.
Your data will be shared, for example, with shipping companies, dropshipping or fulfillment providers, payment service providers, service providers for order processing, and IT service providers. We will comply strictly with legal requirements in every case. The scope of data transmission is restricted to a minimum.

Duration of storage
After contractual processing has been completed, the data is initially stored for the duration of the warranty period, then in accordance with the retention periods prescribed by law, especially tax and commercial law, and then deleted after the period has elapsed, unless you have agreed to further processing and use.

Rights of the affected person
If the legal requirements are fulfilled, you have the following rights according to art. 15 to 20 GDPR: Right to information, correction, deletion, restriction of processing, data portability. You also have a right of objection against processing based on art. 6 (1) GDPR, and to processing for the purposes of direct marketing, according to art. 21 (1) GDPR.

Right to complain to the regulatory authority
You have the right to complain to the regulatory authority according to art. 77 GDPR if you believe that your data is not being processed legally.
You can lodge a complaint with, among others, the supervisory authority responsible for us, which you may reach at the following contact details:

Landesbeauftragte für den Datenschutz Niedersachsen Prinzenstraße 5 30159 Hannover Tel.: +49 511 1204500 Fax: +49 511 1204599 E-Mail: poststelle@lfd.niedersachsen.de

Right to object
If the data processing outlined here is based on our legitimate interests in accordance with Article 6(1)f) GDPR, you have the right for reasons arising from your particular situation to object at any time to the processing of your data with future effect.
If the objection is successful, we will no longer process the personal data, unless we can demonstrate compelling legitimate grounds for the processing that outweigh your interests or rights and freedoms, or the processing is intended for the assertion, exercise or defence of legal claims.

Creating a Healthy Work Environment

Descripción del artículo del vendedor

Detalles bibliográficos

Sinopsis

Acerca de

Fragmento. © Reproducción autorizada. Todos los derechos reservados.