Maren Ehlers
Assistant to the Management Board
Phone: +49 4262 93 12 - 0
maren.ehlers@mwteam.com
Machwürth Team International GmbH
Dohrmanns Horst 19
27374 Visselhövede
Germany
Phone: +49 4262 93 12 - 0
Fax: +49 4262 93 12 99
Email: info@mwteam.com
Your personal contacts:
Maren Ehlers
Assistant to the Management Board
Phone: +49 4262 93 12 - 0
maren.ehlers@mwteam.com
MTI North America Inc.
2800 E. Enterprise Ave, Suite 333
Appleton, WI 54913
Tel: +1 262 771 1217
mti.usa@mwteam.com
MTI Management Consulting (Shanghai) Co.,Ltd
Room 2395, No.100, Lane 130
Taopu Road, Putuo District
200333 Shanghai
Tel: +86 21 5266 5679
mti.china@mwteam.com
MACHWUERTH TEAM INTERNATIONAL (MTI) ASIA Pte. Ltd.
20 Collyer Quay #09-01
Singapore 049319
Tel: +65 3157 4319
mti.singapore@mwteam.com
Working healthily from home is about more than just having the right workspace. With greater flexibility, less physical activity, and blurred boundaries, it becomes clear just how important mindful routines are for well-being and productivity. This article highlights common risks associated with working from home, explores the five dimensions of health, and offers practical tips for a healthier workday.
Intercultural Collaboration: Challenges, Strategies, and Practical Examples Intercultural collaboration is no longer a niche topic but an integral part of the modern workplace. International projects, virtual teams, and cross-location collaboration bring together people with different cultural backgrounds, experiences, and working styles—often under tight deadlines and with increasing complexity.
Many companies promote mental health through resilience training, mindfulness programs, or EAP programs. Yet absences due to mental health issues and burnout have been on the rise for years. Why? Because workplace well-being isn’t created by these programs—it’s created, above all, by leadership.
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A phrase that has become ingrained in many people's minds - and at the same time is symptomatic of why organizations are wasting valuable potential. After all, it has long been clear that not every good specialist is automatically a good leader. And not every employee wants to lead - many want to shape, develop and take responsibility without being the boss.
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A change of management is always associated with high expectations - not only on the part of the company. As a result, the new manager is closely monitored in the first few months.