10 Fun Facts About University of Maryland

University of Maryland - College Park is home to many entrepreneurs and successful journalists we hear about on a daily basis. If you dont know who Im referring to, youre in for a big surprise with these 10 fun facts about UMD!1. The music video for â€Å"Only Wanna Be With You† by Hootie and the Blowfish was partly filmed at the Reckord Armory on the University of Maryland, College Park campus.2. Co-founder of Google, Sergey Brin, attended UMD and graduated with a BS in Computer Science in 1993. Bonus fun fact: Sergeys father was also a math professor there! 3. Three-time Olympic gymnast, Dominique Dawes, attended UMD and graduated in 2002 after winning the gold medal at the 1996 Olympics in Atlanta. 4. Jim Henson, founder of Muppets, graduated UMD with a degree in Home Economics. His initial projects in puppet-making (puppeteering?) started during his freshman year in college, where he created Sam and Friends.5. UMD has produced Two Nobel Laureates: Raymond Davis Jr., who won the 2002 Nobel Prize in Physics, and Herbert Hauptman, who won the 1985 Nobel Prize in Chemistry. 6. TV personality, Gulliana Rancic, and Seinfeld co-writer, Larry David, also attended UMD. Pretty, pretty, pretty cool, huh? 7. The University of Maryland has produced 18 Pulitzer Prize Winners, most notably Carl Bernstein, who was one of the reporters who broke the Watergate scandal. 8. UMD seems to nurture a lot of entrepreneurs. Kevin Plank, founder and CEO of Under Armour, is also a UMD alumnus. 9. The 1974 ACC Men’s Basketball Tournament championship is widely considered to be the greatest ACC game in history. UMD lost 103-100 in overtime to NC State. 10. But, hey, theres no shame in the loss. UMD’s basketball program has produced 40 NBA players, including Steve Blake, Alex Len, and Greivis Vasquez! Are you looking to apply toUMD? Make sure to search through profiles of students accepted to see essays, stats, and advice. See how they got in, and how you can too!

Luddites

Luddites Luddites Luddites By Maeve Maddox The word Luddite originated in the nineteenth century as a label for an organized group of English workers and their sympathizers who set out to destroy manufacturing machinery in the midlands and north of England between 1811 and 1816. These enemies of the new technology were called Luddites, Ludds, and Ludders. Luddite is the term that has survived. The noun Luddite has come to mean anyone who opposes the introduction of new technology, especially the kind that results in the loss of jobs. The abstract noun Luddism refers to the type of thought that questions the commonly held belief that unfettered technological progress is inherently good for the human race. In current usage, the word Luddite is used disparagingly. The term neo-Luddite is sometimes applied to modern thinkers who question the belief that unfettered technological progress is a good thing. An explanation published in 1847 asserted that the term Luddite originated in the name of Ned Ludd, â€Å"a person of weak intellect,† who broke into a house â€Å"about 1779† and destroyed two weaving frames. As the OED puts it, â€Å"The story lacks confirmation.† I think a more likely source than mythical Ned Ludd may be the mythical King Lud. According to Geoffrey of Monmouth, King Lud was the founder of London and was buried at Ludgate, one of the major entrances to London. In 1378, a prison for petty offenders- such as debtors- was established in the gatehouse at Ludgate. Prisoners there came to be known as Ludgathians. Note: The connection between Ludgate and King Lud persisted until the late 17th century. When the gatehouse was rebuilt following the Great Fire of 1666, a statue of King Lud and his two sons was placed on the eastern side. When this gate was deliberately demolished in 1760, Lud’s statue was moved to the church of St. Dunstan-in-the-West in Fleet Street, where it may still be seen.    In the seventeenth century, Ludgathian was a synonym for debtor. Ben Johnson uses the word in his comedy Every Man Out of His Humor (1600): Always beware you commerce not with bankrupts, or poor, needy Ludgathians. The OED etymological note points out that during the 1811-13 riots, the nickname â€Å"Captain Ludd† or â€Å"King Lud† was commonly given to the ringleaders of the Luddites. It’s a roundabout connection between Ludgathians and Luddites, but the Luddites feared that the mechanization of their crafts could reduce them to penury. Imprisonment for debt continued to be a possibility for the jobless in England until 1869. Note: I recently heard a speaker on NPR pronounce the word â€Å"LOOD-ite.† The lud in Luddite is pronounced with a short u, as in mud. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Apply to, Apply for, and Apply withConnotations of 35 Words for Funny PeopleThe Difference Between "Shade" and "Shadow"

Language development High School Essay Example | Topics and Well Written Essays - 1750 words

Language development High School - Essay Example This website takes into consideration the milestones that a child is supposed to by covering while moving forward year by year. The website gives a very detailed account of these step-by-step processes of the language development milestones in a child's growth. Moreover, this website addresses the parents of a child to pay attention to the language development processes of a child so that any discrepancy can be noted and compensated because according to this webpage, "Speech and language are tools that humans use to communicate or share thoughts, ideas, and emotions". The website is highly interactive as it elaborates on concerned points in question-answer format and provokes the reader to go through the simply put linguistic details about langauge development and its scope. Speech-language-therapy is a very technical website with regard to the issues of language development. The head-organizer of this website, Caroline Bowden (PhD, speech language pathologist) gives a detailed research account in connection with language development processes. The Dr. has listed a number of research-based articles on a number of issues with relation to early language development. ... http://speech-language-therapy.com/ Learner.Org It is a very sophisticated website basically focusing on human psychology the understanding of the complex psychological processes. However, this very website also examines in acute scientific detail the language development patterns in human being. It links the early language development of a child to the very complex psychological development and mental growth in humans. "Language is perhaps the most complex cognitive product we have"; as such one of the focuses of this research-based website is to study the organization of early language learning patterns in children so that organization of knowledge can be understood and transferred to adult learners. This appears to be the focal point of this website. http://www.learner.org/ Sldc.Net Speech and Language Development Center is another very useful website with regard to early language development and disorder in the speech patterns of children. Founded in the early 1955, the website is dedicated to the cause of developing better grounds for effective language learning in children. The major point of focus of this website is "on the abilities of the individual -- rather than the disabilities -- to provide all students the opportunity to succeed". Starting with the enrollment of only three young children, the organization has grown into a huge network of language facilitator. It now serves up to 300 students in the area of language development. As such the website provides a complete background about the progress of the organization. http://www.sldc.net/default.aspx]

Continuity Irish Republican Army (CIRA) Essay Example | Topics and Well Written Essays - 2750 words

Continuity Irish Republican Army (CIRA) - Essay Example The paper will be presented as a fact-finding document and will present no political bias on the issues that surround the CIRA. It is the intention to inform the public on the CIRA and present a clearer picture of the threat they may pose and who their likely targets may be. To understand the brief history of the CIRA, it is helpful to know the history of the Irish Republican Army (IRA) and its political struggle for Irish nationalism. The IRA was a military organization that grew out of the Irish Volunteers, and was recognized by the Lower House of parliament as the legitimate army of the declared Irish Republic in 1919. The Irish Republic had been established as the result of the Easter Uprising in 1916, which sought to expel British rule. A group of Irish republicans led the revolt and sought to win independence through armed conflict with Britain. Subsequent years of civil strife resulted in the Anglo-Irish Treaty, which was a compromise that established an Irish Free State within the British Empire. The resulting division between the pro-treaty supporters and the republican radicals set the stage for the Irish civil war. After suffering defeat in the civil war, the radical IRA continued to fight for an Irish Republic. They fought against the occupying British army over the next several decades using terrorist and guerrilla tactics. The IRA maintained a lo... Hard line republicans opposed this change and contended it was against the original constitution of the IRA and the Sinn Fein. The members that opposed the change in absenteeism policy split from the PIRA and reformed as the CIRA. This established the CIRA as the more radical splinter group and they proclaimed themselves to be the only legitimate IRA. Though the CIRA has been in existence since 1986, it was relatively inactive until the cease-fire of 1994. The statement by the IRA said, in part, "[...] the IRA have decided that as of midnight, August 31, there will be a complete cessation of military operations. All our units have been instructed accordingly" ("Irish Republican Army"). The CIRA did not agree to abide by the cease-fire and continued its goal of uniting Northern Ireland and Ireland in a socialist republic through armed conflict. This was the beginning of the modern and visible CIRA as it exists today. Group Leadership and Organizational Structure There has been some confusion over the terms Continuity IRA (CIRA) and the Real IRA (RIRA). Both groups have similar political goals and both advocate violence. Neither group has agreed to abide by the cease-fire as agreed to by the PIRA. Both groups consider themselves the sole legitimate IRA. The CIRA split during the 1986 debate over absenteeism, and the RIRA was formed from radical PIRA members who dissented from the cease fire agreement. Though they have some collusion and cooperation, they operate as separate organizations, leadership, and structure. Initially CIRA was led by Chief of Staff Daith O Conaill until his death in 1991. He was a hard line republican who had been active in the IRA for 4 decades. When he died in 1991, it was reported that an unnamed man from

Food Day Essay Example | Topics and Well Written Essays - 250 words

Food Day - Essay Example This was an effect or evidence that I was actively listening. During the preparation and at the event, we worked in a team. For example, our team composed Libby, Katie and I. Libby led the team most time and working together, we followed, monitored the progress, and met deadlines throughout the pre and post event activities. The events of the Food Day enlightened me on my profession. From the event, I have understood many facts and perspectives regarding human nutrition. It was very exciting when people inquired about economical and be environment friendly. Additionally, I realized that people are ever interested to learn things regarding living healthy and economically sound or viable. It was my first time address a public gathering. However, at the beginning, it seemed difficult, but after a while I got used to it and I loved this experience. At the end, I was very happy with confident and composure I learnt from this experience. Yes, my efforts made a different both to the occasion and my life experience. For example, most of the attendances were interested in our teams and inquired more about our stuff and how they can obtain it. In addition, I felt most of them were very interested on our displays and they wanted us to information more on how they can save more. I liked the samples we displayed on our information table because it helped us to provide accurate information. Furthermore, I liked our handout because it had simple and easy information. Lastly, I liked how we organized our table; we divided it in two sides. On one side, we placed the green sample and the other side there was the bottle water, Ziploc bag, coffee cup, and plastic bag. I would add more examples of green samples and have a calculator to let them calculate the difference prices of the green samples and the other stuff. The calculation would have help them know how and how much to save. All

Team Performance And Strategic Objectives

Team Performance And Strategic Objectives Team performance working involves the development of a number of interrelated processes that together make an impact on the performance of the firm through its people in such areas as productivity, quality, and levels of customer service, growth, profits, and ultimately the delivery of increased shareholder value. This is achieved by enhancing the skills and engaging the enthusiasm of employees. The starting point is leadership, vision and benchmarking to create a sense of momentum and direction. Team Performance Management is focused directly on the achievement of the teams key business objectives. It bridges the gap between the team building enablers and business performance results. It removes the reliance on faith the need to believe that team building works before investing in it and establishes a direct connection between collective behaviors and team performance. Team Performance Management is predicated on the following three principles: Team Behaviors are different to Individual Behaviors. Most competency frameworks include teamwork, but these usually refer to what an individual does within a team, not what a team does collectively together. E.g. whilst all the individuals in a team can behave in trustworthy ways, this does not guarantee that the team will build trust together this is also dependent on other factors such as the environment they work in, or the team processes they use for communicating, deciding, rewarding, etc.. The behaviors that make a team successful vary from team to team and from time to time. E.g. the profile of behaviors that makes a design team successful is different from the profile that makes a financial audit team successful. And if the design team is using a top-down approach, for optimal performance, it needs to change its behaviors once it gets beyond the outline design and starts work on the detailed implementation of the ideas. Team behaviors can be changed using a team performance management process. In essence, performance management involves establishing behavioral goals, measuring current behaviors to identify the gap between the current and desired behavior profile, and then planning, implementing and monitoring changes in order to close that gap. There are both similarities and significant differences between performance management processes for individuals and teams. The key difference between traditional team building and team performance management is that the former engages in activities in the belief that they will indirectly lead to improvements in team performance (sometimes they do, sometimes they dont). Team Performance Management, however, identifies the team behaviors that will lead directly to business success, and then uses a process to change the behaviors accordingly. Evaluate tools and techniques available to set team performance targets Most performance measures can be grouped into one of the following six general categories. However, certain organizations may develop their own categories as appropriate depending on the organizations mission: Effectiveness: A process characteristic indicating the degree to which the process output (work product) conforms to requirements.(Are we doing the right things?) Efficiency: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost. (Are we doing things right?) Quality: The degree to which a product or service meets customer requirements and expectations. Timeliness: Measures whether a unit of work was done correctly and on time. Criteria must be established to define what constitutes timeliness for a given unit of work. The criterion is usually based on customer requirements. Productivity: The value added by the process divided by the value of the labor and capital consumed. Safety: Measures the overall health of the organization and the working environment of its employees. The following reflect the attributes of an ideal unit of measure:  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Reflects the customers needs as well as our own  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Provides an agreed upon basis for decision making  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is understandable  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Applies broadly  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  May be interpreted uniformly  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is compatible with existing sensors (a way to measure it exists)  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is precise in interpreting the results  ·Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Is economical to apply Performance data must support the mission assignment(s) from the highest organizational level downward to the performance level. Therefore, the measurements that are used must reflect the assigned work at that level. Within a system, units of measure should interconnect to form a pyramid. Technological units start at the base. These are measures of individual units of products and of individual elements of service. 1.2.1. Performance Evaluations: Performance evaluation is a very important activity which will be initiated to evaluate and appraise the performance of every employee in the organization. This process can be done twice a year and few companies do the same process for every quarter. Majorly, employee performance can be evaluated based on 5 categories; those are Productivity, quality, communication skills, interpersonal skills, professional behavior initiative. Promotions and performance rewards for an employee is decided based on this criteria only. Productivity is nothing but the quantity of work items or assigned work performed by an employee. On a daily base employee should be given a target or set of work and that should be completed by the end of the day. If employee couldnt achieve the target in a particular day, can compensate the balance work in subsequent working days. Quality means the accuracy levels of work which an employee has performed. This processed data will be randomly reviewed or audited by senior associates in the company. If all the work items which were reviewed are perfect and accurate then, the employee quality of work is 100 %, in case any error found, quality decreases. Hence need to maintain consistency in quality. Communication skills also play an important role in performance appraisals. It includes written and oral communication skills. If employee cannot communicate in a proper way, he or she cannot elevate themselves in work and share their views, suggestions in terms of development and growth of the process. Hence always concentrate on improving communication skills. Interpersonal skills professional behavior are nothing but your way of approach and behavior with fellow team members and superiors. Always need to maintain a cool environment within the team, should not be any ego feelings in learning and always solve any personal issues in a professional way in the presence of supervisor. Growth of project or process, always try to share the ideas with supervisor to implement and if employee has any thought due to which manual working hours may reduce and helpful for the process then such things must share with the supervisor so that in performance evaluation employee can gain a very good rating. 1.2.2 . Feedback: Feedback is such an important communication skill. Openness, honesty, candor, trust all of these are hallmarks of high performance teams and organizations. Good feedback skills are essential to any team relationship. Feedback is important because: It prevents small issues from festering into unmanageable problems. It builds trust in relationships. It promotes personal and professional growth. It acknowledges individual and team accomplishments. It clears up misunderstandings. It is a way to acknowledge and recognize team members skills and contributions. As a result, effective team feedback makes life at work a great deal easier and more rewarding. There are two types of feedback Positive feedback and feedback for improvement (sometimes called negative feedback). Positive Feedback Positive feedback is information about what someone did well. Theres a very simple approach you can use when giving positive feedback. Describe what the team member actually did or said, and Why this statement or action was effective. Feedback for Improvement Feedback for improvement is given about situations which did not go well, or which could have been better. In this case, its important to tell the team member specifically what could have been said or done differently, and why that would have been more effective. 1.2.3. Development Planning: Development Planning is broadly defined as the planning of any organized endeavor that aims at promoting development. It encompasses a wide range of thrusts in economic, social and institutional fields at various societal levels, from the local to the international and usually emphasis the relation between societal spheres and units. It addresses the values, objectives, resources, organizational ability and a range of variables of environment of the development organizational its pursuit. The main concerns of development planning may be expressed by the concept of strategy and derivatives of that concept. The term strategy has wide application and is used with numerous shades of meaning. Assess the value of team performance tools to measure future team performance A team needs to know how its results will help the organization. Individuals on the team need to know what the team requires of them to reach the teams goal. The seven-step processes for measuring team performance are Terminology Seven-Step Process Measurement Points Terminology the terms performance standards, goals, and objectives interchangeably and sees them as descriptions of some future, desirable state that the team is trying to achieve. As depicted below, performance below the standard is considered unacceptable, and performance exceeding the standard is considered exceptional. Seven-Step Process. Review existing organizational measures. Ensure that the measures above and around the team are known and linked to the teams measures. Define whats going to be measured. Selecting the best alternatives and using them to identify the teams key accomplishments provide the basis for all further measurement. Identify individual team member accomplishments that support the team. Identify the results each team member must produce to support the teams results or work processes. Weight the accomplishments. Discuss and agree upon the relative importance of each accomplishment. Develop team and individual performance measures. Identify the measurement (either numeric or descriptive) that will be used to gauge how well the results have been achieved. Develop team and individual performance standards. Define how well the team and individuals have to perform to meet expectations. Decide how to track performance. Identify how the data for each performance standard will be collected and fed back to team members Measurement Points. Elaborating on step two of his seven-step process, Zigong describes four ways to identify what should be measured. These methods can be used singly or in combination: If the team exists to satisfy the requirements of its customers, the measurement point(s) should be the product or service the team provides to the customer. If the team exists to help the organization make an improvement in a specific measurable goal, the measurement points should be determined by asking, What value-added results does the team produce that can help the organization achieve its goal? If the team exists to support the organizations function, the measurement point(s) are determined by identifying the hierarchy of results that the organization must produce and selecting those that link the team to the organizations results. If the team is used to support a work process, the measurement points are found by mapping the process and using the map to identify whats worth measuring. 2.1 Analyse how to determine required performance targets within teams against current performance Performance measurement is primarily managing outcome, and one of its main purposes is to reduce or eliminate overall variation in the work product or process. The goal is to arrive at sound decisions about actions affecting the product or process and its output. Performance measures quantitatively tell us something important about our products, services, and the processes that produce them. They are a tool to help us understand, manage, and improve what our organizations do. Performance measures let us know: how well we are doing â‚ ¬Ã‚  if we are meeting our goals â‚ ¬Ã‚  if our customers are satisfied â‚ ¬Ã‚  if our processes are in statistical control â‚ ¬Ã‚  if and where improvements are necessary. They provide us with the information necessary to make intelligent decisions about what we do. A performance measure is composed of a number and a unit of measure. The number gives us a magnitude (how much) and the unit gives the number a meaning (what). Performance measures are always tied to a goal or an objective (the target). Performance measures can be represented by single dimensional units like hours, meters, nanoseconds, dollars, number of reports, number of errors, number of CPR-certified employees, length of time to design hardware, etc. They can show the variation in a process or deviation from design specifications. Single-dimensional units of measure usually represent very basic and fundamental measures of some process or product. 2.1.1 Know what it looks like It will be impossible to know when youre achieving high performance if you dont know what it looks like. From an organisational perspective, high performance means not only running a financially sound business, adhering to essential policies and ensuring regulatory demands are observed, but also understanding the capability of your workforce to deliver high performance. All too often, concerns about what they might find and the time it may take prompt organisations to adopt the three wise monkeys strategy dont see, dont hear, dont speak with the result that low performance goes unchecked for years until it is too late and competitors have overtaken you. Too often, individual high performance is defined as simply getting the job done in the short term rather than looking to the long term and focusing on behaviors. 2.1.2 Make a commitment Strong and active commitment from leaders and managers, and the pursuit of continuous learning throughout the organisation, are crucial to building a well-defined high-performance culture. Commitment means not leaving it to fate, but truly understanding what high performance looks like, trusting different approaches and working with all stakeholders, including the human resource 2.1.3 Define your starting point Knowing where your organisation currently stands will make it much easier to create a vision for the future and to secure buy-in. One of the most effective strategies is to define explicitly what creates high performance in your organisation. Ensure that these behaviors are distinct, while being comprehensive enough to cover different levels of the organisation. Include areas such as how people collect and make sense of information and how they influence and build confidence in stakeholders. 2.1.4 Put a stake in the ground Once you have agreed what the behavioral high performance indicators look like, it is essential to observe and measure them. The best way to capture current performance is through objective observation, such as work shadowing, behavioural event interviews and subjective feedback via online and facilitated 360-degree analysis. This should clearly distinguish between behavior that: à ¢Ã¢â€š ¬Ã‚ ¢ impedes performance à ¢Ã¢â€š ¬Ã‚ ¢ helps to do the task in hand à ¢Ã¢â€š ¬Ã‚ ¢ makes a sustainable and long-term positive contribution à ¢Ã¢â€š ¬Ã‚ ¢ promotes beneficial and long-term behavioral change in teams and divisions. 2.2 Discuss the need to encourage individual commitment to team performance in achievement of organisational goals The definition of the group dynamics is the social process by which people interact face-to-face in small groups. The group controlled through leadership rather than force, ensured discipline through internal pressure, pooled thinking, respected the individual, and allowed all its members to participate in deciding on things that directly affected them in their work. Teamwork is much more important than the sum of the individual part since a nominal engineering team can succeed under a well-managed project. The success of a software project relies very much on a good management and control system which allows the development to satisfy the project objectives Team process skills are- (a) communication, (b) leadership, (c) goal setting, (d) cross training, (e) problem solving/decision making, (f) conflict resolution are the essential elements for successful teamwork. Team members and leaders must play their roles if they are to be high-performing. The roles of a team leader as follows: Coordinate the activities of the team (tracking progress, scheduling work). Motivate the team. Ensure the team communicates effectively. Interface with supervisor; arrange meetings with client when necessary. Set agendas for meetings Help to set the team goals (project goals, task allocations). Help the team move towards these goals. Accomplish tasks given to them. Meet deadlines. Attend team meetings. Contribute to developing a productive atmosphere within the team 2.3 Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives A mentoring relationship is usually where one wiser and more experienced person assists another person to grow and learn. It is not a new management technique. Since humans have lived in social groups we have learnt our norms, values and behaviours by the example and coaching of others. The business world has adopted the tradition of an older and wiser person fostering the growth and development of the younger generation. This has sometimes resulted in perpetuation of old ways at the expense of diversity and development. However, new adaptations of mentoring allowing individuals to interact as colleagues in a helping relationship, on a more equal basis, can cultivate growth and learning to mutual benefit. Experience, skills and a genuine desire to help are more valuable assets in a mentoring relationship than age or position. Open and assertive communication and the trust of both parties are essential. Both partners in the mentoring relationship benefit. Learning must be a lifelong process and one of the most effective ways to learn is to assist in the development of others. The best teachers learn much from their students, counselors constantly learn from clients and partners in any successful relationship grow and develop along the way. Coaching is suitable for the successful achievement of many different objectives in working life. What is essential is the importance of the objectives for both the person being coached and the organisation. Motivation from the person to be coached is required for the coaching process to be successful, and without organisational objectives coaching will not result in real success at work. The main focus of coaching is on the development of managerial work and leadership competence, and on the coaching of key persons. Persons on different organisational levels have different objectives, but some challenges are shared by all. 2.4 Evaluate a team performance plan to meet organisational objectives Although there is no guaranteed how-to recipe for building team performance, we observed a number of approaches shared by many successful teams. Establish urgency, demanding performance standards, and direction. All team members need to believe the team has urgent and worthwhile purposes, and they want to know what the expectations are. Indeed, the more urgent and meaningful the rationale, the more likely it is that the team will live up to its performance potential, as was the case for a customer-service team that was told that further growth for the entire company would be impossible without major improvements in that area. Teams work best in a compelling context. That is why companies with strong performance ethics usually form teams readily. Select members for skill and skill potential, not personality. No team succeeds without all the skills needed to meet its purpose and performance goals. Yet most teams figure out the skills they will need after they are formed. The wise manager will choose people for their existing skills and their potential to improve existing skills and learn new ones. Pay particular attention to first meetings and actions. Initial impressions always mean a great deal. When potential teams first gather, everyone monitors the signals given by others to confirm, suspend, or dispel assumptions and concerns. They pay particular attention to those in authority: the team leader and any executives who set up, oversee, or otherwise influence the team. And, as always, what such leaders do is more Important than what they say. If a senior executive leaves the team kickoff to take a phone call ten minutes after the Session has begun and he never returns, people get the message. Set some clear rules of behavior. All effective teams develop rules of conduct at the outset to help them achieve their purpose and performance goals. The most critical initial rules pertain to attendance (for example, no interruptions to take phone calls), discussion (no sacred cows), confidentiality (the only things to leave this room are what we agree on), analytic approach (facts are friendly), end-product orientation (everyone gets assignments and does them), constructive confrontation (no finger pointing), and, often the most important, contributions (everyone does real work). Set and seize upon a few immediate performance oriented tasks and goals. Most effective teams trace their advancement to key performance-oriented events. Such events can be set in motion by immediately establishing a few challenging goals that can be reached early on. There is no such thing as a real team without performance results, so the sooner such results occur, the sooner the team congeals. Challenge the group regularly with fresh facts and information. New information causes a team to redefine and enrich its understanding of the performance challenge, thereby helping the team shape a common purpose, set clearer goals, and improve its common approach. A plant quality improvement team knew the cost of poor quality was high, but it wasnt until they researched the different types of defects and put a price tag on each one that they knew where to go next. Conversely, teams err when they assume that all the information needed exists in the collective experience and knowledge of their members. Spend lots of time together. Common sense tells us that team members must spend a lot of time together, scheduled and unscheduled, especially in the beginning. Indeed, creative insights as well as personal bonding require impromptu and casual interactions just as much as analyzing spreadsheets and interviewing customers. Busy executives and managers too often intentionally minimize the time they spend together. The successful teams weve observed all gave themselves the time to learn to be a team. This time need not always be spent together physically; electronic, fax, and phone time can also count as time spent together. Exploit the power of positive feedback, recognition, and reward. Positive reinforcement works as well in a team context as elsewhere. Citing outgo!d stars helps shape new behaviors critical to team performance. If people in the group, for example, are alert to a shy persons initial efforts to speak up and contribute, they can give the honest positive reinforcement that encourages continued contributions. There are many ways to recognize and reward team performance beyond direct compensation, from having a senior executive speak directly to the team about the urgency of its mission to using awards to recognize contributions. Ultimately, however, the satisfaction shared by a team in its own performance becomes the most cherished reward. Initial performance plan Understanding and subsequently discussing a teams performance is central to managing team performance. To work effectively, teams must regularly and objectively review their teamwork. In addition to concentrating on their short-term outputs, team members must examine work processes to ensure that the team is working creatively, that the team is effectively promoting itself to others, and so on. Too often in managing team performance the team review focuses on subjective individual evaluation, as opposed to an objective team assessment. Performance improvement plan A Team Performance Plan is a detailed plan used to: Identify the desired performance levels of the team Identify how these performance levels will be achieved Provide guidance and direction to the team Measure progress towards the desired performance levels Although there are no strict rules as to the format of a Team Performance Plan they normally contain the following information: Specific goals for team development Performance measures Actions required to achieve goals An indication of how long goals will take to achieve The Team Performance Plan should align with the organisations overall objectives. This can be achieved by: 1. Aligning the Team Performance Plan with the Team Purpose 2. Aligning the Team Purpose with the organisations objectives Team Performance Plans might include the following types of goals: Key Performance Indicators (KPIs) Goals to improve team competency Team building goals Collate the information regarding poor performance Performance = Ability x Motivation Where: Ability is the persons aptitude, as well as the training and resources supplied by the organization Motivation is the product of desire and commitment Someone with 100% motivation and 75% ability can often achieve above-average performance. But a worker with only 25% ability wont be able to achieve the type of performance you expect, regardless of his or her level of motivation. Incorrect diagnoses can lead to lots of problems later on. If you believe an employee is not making enough of an effort, youll likely put increased pressure on him or her to perform. But if the real issue is ability, then increased pressure may only make the problem worse. Low ability may be associated with the following: Over-difficult tasks. Low individual aptitude, skill, and knowledge. Evidence of strong effort, despite poor performance. Lack of improvement over time. People with low ability may have been poorly matched with jobs in the first place. They may have been promoted to a position thats too demanding for them. Or maybe they no longer have the support that previously helped them to perform well. Meet with the relevant team member(s) and discuss the issues Creating a Performance Improvement Plan So how do you do this in practice? This is where you need to develop a Performance Improvement Plan. Armed with the strategies weve looked at, you first need to evaluate the performance issue that youre facing: Have you discussed with the person what he or she feels the problem is? Have you evaluated your organizations motivation system? Are you doing everything you can to recognize and reward peoples contributions? Are you rewarding the things that you actually want done? Do you have regular goal setting and development meetings with members of your team? Do you help your people keep their skills current? From there, its important that you and the employee discuss and agree upon a plan for improving performance. Write down what youve agreed, along with dates by which goals should be achieved. Then monitor progress with the team member, and use the techniques weve discussed above for increasing motivation and dealing with ability-related issues. Recognize that the actions needed to close ability gaps need high motivation on the employees part to be successful. The two causes of poor performance lack of ability and low motivation are inextricably intertwined, and goal setting, feedback, and a supportive work environment are necessary conditions for improving both. Develop a Performance Improvement Plan Successfully managing team performance starts by identifying where the team is performing well and where it needs further development. The Team Performance Profile Questionnaire and associated analysis gives team members an objective assessment of how the team is doing. It provides opportunities to compare the various viewpoints of team members and outsiders and relate them to the team vision and purpose. The common language ensures that everyone is focusing on the critical team performance factors and the measured gaps can then be translated into action plans for improved performance. It is the diagnosis of the problems that is essential. Once we know what is wrong, it is usually easy to fix it! Tuckman (1965) presented the four stages of teamwork which are now widely used by work teams throughout the world to assess their progress. The model describes the stages as follows: Tuckmans Stages of Teamwork Model Once teams are formed, they go through an unpleasant storming stage before ground rules and norms are established. Eventually the performing stage is reached. In the 1980s it was acceptable to take maybe six months or so to reach the performing stage. However, in the 90s, such is the speed of change and the intensity of competition that some teams have to get to good performance levels in six weeks or even six days! Follow up Ensure that you monitor, follow up and evaluate the performance improvement as set out in the plan. A Performance Improvement Plan should clearly convey: The area of performance that requires improvement or development The action(s) to be taken Any parties required to assist in the achievement of the set actions The timeframe for achieving each action 3.1 Assess the process for monitoring team performance and initiate changes where necessary Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work. There are thre

AleÅ¡ Hrdlička (March 29, 1869 - September 5, 1943) :: Essays Papers

AleÃ… ¡ HrdliÄ ka (March 29, 1869 - September 5, 1943) AleÃ… ¡ Ferdinand HrdliÄ ka was born to Maximilian and Karolina (Wajnerovà ¡ or Wagner) HrdliÄ ka on March 29, 1869, in Humpolec, Bohemia, which is now Czechoslovakia (Gillispie, 527). His father was a respected master cabinetmaker who owned his own shop. The oldest of seven children, HrdliÄ ka attended local schools and received private tutoring in Latin and Greek from Ludolfa PejÄ och, a Jesuit priest who was attracted by the boy’s abilities (James, 371). He left high school in 1882 at the tender age of fourteen, to emigrate with his father to New York City, where the other members of his family later joined them (James, 371). Once in America, HrdliÄ ka went to work with his father as a laborer in a cigar factory to help contribute to the family income. He attended the evening courses to learn English and to gain himself a high school equivalency diploma (Gillispie, 527). A serious attack of typhoid fever at the age of 19 altered the course of HrdliÄ ka’s life drastically. It is said that his attending physician, a trustee of the Eclectic Medical College in New York, became interested in HrdliÄ ka and persuaded him to undertake the study of medicine at the college. Graduating at the head of his class in 1892, he started a practice in New York’s Lower East Side. At the same time, to broaden his medical background, he began attending the New York Homeopathic Medical College, from which he graduated, again at the head of the class, in 1894 (James, 371). Shortly thereafter, he passed the Maryland State Medical Board (allopathic) examination, hoping to be able to join the staff of the John Hopkins Hospital in Baltimore, but he gave up this plan to accept an offer of a research internship in the new State Homeopathic Hospital for the Insane at Middletown, New York. It was while he was in this position that he became interested in the application of anthropometry to medicine. Through his autopsies and examinations of the patients, he became interested in whether physical characteristics and skeletal measurements might show systematic differences according to sex and type of insanity (James, 371). It was this interest which led to an invitation in 1896 to join a multidisciplinary research team being assembled by the histologist Ira Van Gieson (1866-1913) to staff the newly created Pathological Institute in New York City (Spencer, 503).

How is Hinduism different from the other two major world religions? Essay

Hinduism is different from the other two major world religions (Christianity and Islam) in that there is no single omnipotent paternal deity that governs people’s actions. Hinduism is pantheistic, that is, it states that there is one super being and it is present in all material things and living beings. Hinduism does not have a single founder, a specific theological system, a single system of morality, or religious organization. There are many manifestations of the Creator, the Brahman, which take the form of many gods and goddesses. The Hindu believe that because all reality is a unity, worshipping different gods will in the end connect them to Brahman, because he is one. Out of this principle of unity stems the concept of accountability of one’s actions in this earthly life. The rise in popularity of Hinduism in the last half of the last century is attributed to this very principle, because it can be compared with the Earth’s ecosystem of interdependencies of different biological levels of organisms. The followers of Hinduism are motivated to behave according their religion’s moral code not because of the fear of successive punishment. Rather, they know that everything in this world functions according to the cause-and-effect principle and one’s actions today will lead to the inevitable consequences after the incarnation. The notions of Karma, reincarnation, and Varna work together to create the revolving system of life and death (Robinson). According to Hindu tradition the earthly life of â€Å"ordinary† people (pravritti) is a meaningless (samsara). Earthly life of the pravitti can have four goals: righteousness in their religious life (dharma); material prosperity (artha); and indulgence of the senses: sensual, sexual, and mental enjoyment (kama). These goals of the pravitti are looked down upon by the Hindu tradition. The ultimate goal of the person is to achieve a state of liberation from the burden of earthly needs and desires (moksha). Moksha can be achieved through successive stages of reincarnation. Each stage is closer to the moksha than the previous one. How the person moves about those stages is determined by karma: a sum of the bad and good deeds of the person (Hinduism). Good deeds will result in a rebirth to the higher, more spiritual level, and bad deeds can cause a person’s soul to step down the ladder and may be even go as low to dwell in the body of an animal. The differences in wealth, health, social status are explained to be the natural outcomes of the one’s previous lives (Robinson). The concept of the Varna represents the stages that one has to go through to achieve liberation. Varna is synonymous to the caste, a Hindu only phenomenon . There are four varnas which are differentiated based on their religion and occupations. The highest class in the hierarchy are the Brahmans, the priests and academics, who are practice the highest spirituality and are closest to Brahman. The second caste are Kshatriya that is made up of the rulers and the military. The third caste is Vaishya and it includes farmers, landlords, and merchants. The lowest class is Sudra which consists of the servants to the other three classes and workers. The Sudra caste is inferior to the other three classes because it does not have the religious initiation like the other castes have, which distances them from the Brahman and explains their lowest position. The fifth class outside the four varnas are the â€Å"untouchables†, the ones that are to low in their standings to be classified (India’s Social Customs and Systems). The Hindu system of reincarnation works in the following way: a person realizes that life on earth is a burden of chaotic cycle of life and death. Life on earth is a suffering and is temporary. A person understands that he is confined to a certain caste in this life because of his actions in the previous lives. He or she than realizes that the goal of existence is liberation from this chaotic cycle of suffering. Knowing that the ultimate goal of his soul is to achieve total liberation, he or she will strive to lead a righteous life to achieve it. The achievement of the liberation is possible through moving up in the caste system. After physical death, the karma determines one’s next position in the caste system on the way to moksha. Works Cited Robinson, B. A. Hinduism. The world’s third largest religion. May 16, 2002 Hinduism: An overview. May 16, 2002. India’s Social Customs and Systems. The Caste System. May 16, 2002

An Examining Of The Great Commission Religion Essay Example

An Examining Of The Great Commission Religion Essay Example An Examining Of The Great Commission Religion Essay An Examining Of The Great Commission Religion Essay God authorized and commanded me to committee you: Travel out and develop everyone you meet, far and close, in this manner of life, taging them by baptism in the treble name: Father, Son, and Holy Spirit. Then teach them in the pattern of all I have commanded you. I ll be with you as you do this, twenty-four hours after twenty-four hours, right up to the terminal of the age. ( Matt 28:18-20 The Message ) 18 And Jesus came and spake unto them, stating, All power is given unto me in Eden and in Earth. 19 Go ye hence, and learn all states, baptising them in the name of the Father, and of the Son, and of the Holy Ghost: A 20Teaching them to detect all things whatsoever I have commanded you: and, lo, I am with you alway, even unto the terminal of the universe. Amen. ( Matt 28:18-20 KJV ) Introduction The Gospel of Matthew ends Jesus meeting with His apostles in Galilee. This was a particular meeting and would alter the class of universe history in many ways. The meeting was foretold by Jesus in Matthew 26:31-32: 31 Then Jesus said to them, You will all fall off because of me this dark. For it is written, I will strike the shepherd, and the sheep of the flock will be scattered. 32 But after I am raised up, hello will travel before you to Galilee. This meeting was announced both by an angel ( Matt 28:78 ) and Jesus Himself ( Matt28:10 ) . It was a meeting filled with assorted emotions. Some had run off and others had denied Him before His decease. Now He stood before them, alive. Their reaction was to bow down in worship ( Matt 28:16-17 ) I was a meeting in which Jesus gave His adherents a bid that we now refer to a the great committee. Person one time said that this was seen by many Christians as the great suggestion, but it is a bid that lies at the bosom of the Church and from which she operates. The bid ends with the beautiful promise that He would ever be with them. This is non something to be ignored, but to be a changeless portion of the Church s operation every bit good as that of every truster. I will be looking at what makes this committee so GREAT. I Great in its Authority To Jesus was given all authorization. As the Godhead, He is the One who has the original right to make all things: For by1 him all things were created, in Eden and on Earth, seeable and unseeable, whether thrones or rules or swayers or authorities-all things were created through him and for him. And is before all things, and in him all things hold together. ( Colossians 1:16-1 ) What higher authorization than the Godhead Himself to publish such a bid. As our Redeemer, this authorization is even more marked: who, though he was in the signifier of God, did non number equality with God a thing to be grasped, but made himself nil, taking the signifier of a retainer, being born in the similitude of work forces. And being found in human signifier, he humbled himself by going obedient to the point of decease, even decease on a cross. Therefore God has extremely exalted him and bestowed on him the name that is above every name, so that at the name of Jesus every articulatio genus should bow, in Eden and on Earth and under the Earth, and every lingua confess that Jesus Christ is Lord, to the glorification of God the Father. ( Philippians2:6-11 ) Jesus has all authorization both in Eden and on Earth ( 1 Pet 1:1-5, Eph 1:20-23 ) . This is the authorization with which He speaks and this is the authorization to which we must respond. Cipher has a higher authorization. No authorities or organisation can in any manner cancel His authorization. There is no political system or doctrine that is above His authorization. The Bible ; e says that He is above all the male monarchs of the Earth ( Rev 1:5, Psa 2:1-12 ; 110:1-6 ) Jesus surely deserves our obeisance to Him. He is talking with an authorization that is above this universe. While worlds can be fallible, Jesus can and will present on His promises. Even His promises comes with the highest authorization ( 2 Pet 1:2-5 ) It is on the footing of such great authorization that Jesus give the great committee. Not merely great in authorization, but besides great in mission. II Great in Mission The mission is the focal point, the way in which we must go. It is the mission that guides our wlak through life in obeisance to Jesus. We are to do adherents. The word used here is the Grecian word Matheteuo which is defined as to go a student ; to disciple, i.e. enrol as bookman: be disciple, instruct, Teach. We are to do scholars, disciples and impersonators of Jesus Christ. Even during His ministry on Earth, Jesus was continually ask foring people to go His adherents ( Matt 4:18-22 ; 11:28-30 ) . When ask foring them, He expected them to go like Him: A adherent is non above his instructor, but everyone when he is to the full trained will be like his instructor. ( Luke 6:40 ) Jesus tells us how to travel about doing adherents. He gives us non merely a bid, but besides the manner to obey that bid. First by baptising in the name of the Father, Son and Holy Spirit. Baptism for the forgiveness of wickednesss ( Acts 2:38 ; 22:16 ) Baptism in H2O ( Acts 8:35-38 ; 10:47-48 ) A entombment of the old ( Rom 6:3-6 ; Col 2:11-12 ) Second by learning them to detect the things He taught and commanded. Baptism is merely the beginning. Teaching must go on afterwards. This was the instance with the early adherents ( Acts 2:41-42 ) . Jesus said that both baptism and ongoing instruction is what is indispensable to true discipleship. Not merely great in authorization, and great in mission, the great committee was besides great in range. III Great in Scope The bid was FOR ALL NATIONS. They were to travel into all the universe and preach to everyone ( Mark 16:15 ) . They were to be informants to the extreme parts of the Earth ( Acts 1:8 ) . They were to go forth no rock unturned so to talk. This was non limited to merely Israel as we find in Matthew 10, but to every state under the Sun. While Israel had been the focal point of God s redemption program up to that point, now, with the work of Jesus on the cross, all states, Jews and non Jews could go fellow inheritors to the Kingdom of God ( Ephesians 2:11-22 ) . The nazarene wants us to believe globally, non merely locally. While we should non disregard our local community, we should besides believe of those outside our ain little universe. As human being we have a inclination to concentrate on our small world. We do non look outside of the few people we know or encounter each twenty-four hours, and that is where we start with the Gospel, but that is no where is should halt. The work of redemption is available to all God s animals. All the assorted states are a portion of that creative activity and all have the redemption work of Jesus available to them as a gift of grace. The great committee has great authorization, is great in its mission, great in its range, and great in its promise. IV Great in its Promise Jesus said that He will ever be with us. This promise is similar to the 1 He made earlier to His apostles: For where two or three are gathered in my name, there am I among them. ( Matthew 18:20 ) It is similar to a promise He made to those who follow His commandments: : I will non go forth you as orphans ; I will come to you. Yet a small piece and the universe will see me no more, but you will see me. k Because I live, you besides will populate. In that twenty-four hours you will cognize that I am in my Father, and you in me, and I in you. Whoever has my commandments and keeps them, he it is who loves me. And he who loves me swill be loved by my Father, and I will love him and manifest myself to him. Judas ( non Iscariot ) said to him, Lord, how is it that you will attest yourself to us, and non to the universe? A Jesus answered him, If anyone loves me, he will maintain my word, and my Father will love him, and we will come to him and do our place with him. ( John 14:18-2 ) It is a promise similar to the one God Gave to Moses ( Exo 3:11-12 ) Joshua ( Josh 1:5 ) The state of Israel ( Isa 41:10 ) I is a promise that provides comfort, particularly in times of subjugation ( Rom 8:31-38 ; Heb 13:5-6 ) This promise is besides to the terminal of clip. It extends even to when the great crop will happen ( Matt 13:39-43 ) . Throughout the Christian age, Jesus will everlastingly be with His adherents as they go into all the universe devising adherents. Through the Holy Spirit, we receive the necessary gifts to non merely promote each other, but besides to enable us to set the great committee into action. V Conclusion The great committee is non merely limited to the apostles. It is of import to observe that the adherents were to observe all things that I commanded you . The adherents were besides to detect this bid along with all the other instructions of Jesus. The bid does non halt with the original adherents, but carries on until the terminal of clip. The great committee is a committee for the Church as good. The inquiry is whether we are honouring the great committee in our lives today. There are some things we can make to look into if we are: Are we subjecting to the authorization of Jesus? Are we working, in whatever capacity to do adherents of Jesus? Are we endeavoring to do adherents in all the states of the universe? Are we staying in His words and thereby doing certain His staying presence is in our lives? Shortly after Jesus gave the great committee, Jesus ascended into Eden. His earlier adherents took that committee and as a consequence did great things with it. As a concluding word I would wish to add a verse form written by Greg Steir, which puts the focal point of our duty for the great committee into focal point: Do nt Trouble oneself Me Do nt trouble oneself me with psyches to salvage. I have my ain docket. There s work to make, athleticss to play, Important things to go to to. Do nt trouble oneself me with that small miss, The miss playing in the street. She s much excessively immature to understand The Saviour she could run into Do nt trouble oneself me with my friend at work. He s got his ain faith. I do nt hold clip to alter his head. He ll do his ain determination. Do nt trouble oneself me with the distant sounds I hear, The sound of people shouting. Although I wonder who they are. Who are these victims shrilling? Do nt trouble oneself me with who they are. I truly do nt desire the incrimination. For it s the small miss and my friend at work Who from snake pit shriek out my name . But do nt trouble oneself me.

Information About the Presidents Cabinet

Information About the Presidents Cabinet The presidents Cabinet includes the Vice President of the United States and the heads of the 15 executive departments  - the Secretaries of Agriculture, Commerce, Defense, Education, Energy, Health and Human Services, Homeland Security, Housing and Urban Development, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs, as well as the Attorney General. At the option of the president, other officials typically holding Cabinet-rank, include the White House Chief of Staff; the United States Ambassador to the United Nations, the Administrator of the Environmental Protection Agency; the Director of the Office of Management and Budget; the Chair of the Council of Economic Advisers; the Administrator of the Small Business Administration; and the U.S. Trade Representative. The president can also designate other senior White House staff members as members of the Cabinet, However, this is a symbolic status marker and does not, apart from attending Cabinet meetings, confer any additional powers. Why a Cabinet? The term cabinet comes from the Italian word cabinetto, meaning a small, private room. A good place to discuss important business without being interrupted. The first use of the term is attributed to  James Madison, who described the meetings as â€Å"the president’s cabinet.† Does the Constitution Establish the Cabinet? Not directly. Constitutional authority for the Cabinet comes from Article 2, Section 2, which says that the president ... may require the opinion, in writing, of the principal officer in each of the executive departments, upon any subject relating to the duties of their respective offices. Similarly, the Constitution does not specify which or how many executive departments should be created. Just another indication that the Constitution is a flexible, living document, well capable of governing our country without stifling its growth.  Since it is not specifically established in the Constitution, the president’s Cabinet is one of the several examples of amending the Constitution by custom, rather than Congress.   Which President Established the Cabinet? President  George Washington  convened  the first cabinet meeting on  February 25, 1793. Present at the meeting were President Washington, Secretary of State Thomas Jefferson, Secretary of the Treasury Alexander Hamilton, Secretary or War Henry Knox, and Attorney General Edmund Randolph. Then as now, that first Cabinet meeting featured tension when Thomas Jefferson and Alexander Hamilton butted heads on the question of centralizing the then widely fragmented U.S. banking system through the creation of a national bank. When the debate became particularly heated, Jefferson, who opposed a national bank, tried to calm the waters in the room by suggesting that the acrimonious tone of the debate had no impact on the achieving a sound governmental structure. â€Å"The pain was for Hamilton and myself but the public experienced no inconvenience,† stated Jefferson. How Are the Cabinet Secretaries Chosen? The Cabinet secretaries are appointed by the president of the United States but must be approved by a simple majority vote of the Senate. The only qualification is that a department secretary cannot be a current  member of Congress or hold any other elected office. How Much are the Cabinet Secretaries Paid? Cabinet-level officers are currently paid $210,700 per year. Their pay is set annual by Congress as part of its approval of the federal budget. How Long Do the Cabinet Secretaries Serve? Members of the Cabinet (except for the Vice President) serve at the pleasure of the president, who can dismiss them at will for no cause. All federal public officials, including Cabinet members, are also subject to  impeachment  by the House of Representatives and trial in the Senate for treason, bribery, and other high crimes and misdemeanors. Generally, Cabinet members  serve as long as the president who appointed them remains in office. Executive department secretaries answer only to the president and only the president can fire them. They are expected to resign when a new president takes office since most incoming presidents choose to replace them, anyway. Certainly not a stable career, but U.S. Secretary of State 1993-2001, would certainly look good on a resume. How Often Does the Presidents Cabinet Meet? There is no official schedule for Cabinet meetings, but presidents generally try to meet with their Cabinets on a weekly basis. Besides the president and department secretaries, Cabinet meetings are usually attended by the vice president, the U.S. ambassador to the United Nations, and other top-level officials as determined by the president.

Fictional hospitality operation -wedding event company- Essay

Fictional hospitality operation -wedding event company- - Essay Example Everything is designed with you, making certain your wedding day is truly individual. Our chefs are talented, unique, flexible and happy to meet the growing and personalized demands of each client. In 5 years, B & G will have a large network of customers in the neighboring regions with high exposure through a number of advertising techniques and through customer referrals. B & G will be a recognised events venue with a large clientele base and more function halls to accommodate for increasing customers. We make full custom packages for any budget - we even offer free wedding advertising through web or through media such as billboards, flyers, television, newspaper ads and radio. Advertising campaigns and websites for B & G have been made to assist the owner in becoming a known and distinguished wedding reception business. We evaluated the strengths, weaknesses, opportunities and threats involved in our wedding planning venture. A SWOT analysis can help establish a current position, and helps analyze reasons for the position of the firm. The prime function of the business is providing great service for own clients. Putting a smile on people’s faces is definitely important to our business, as gaining consumer loyalty and trust is very important, which is exactly outlined in the firm mission statement. These include: improve rostering and scheduling processes of arranging staff; use latest technology to help business perform different functions; finance; improve management accounting and reports for simple decision making; strategic goals; etc. The third objective that B & D wishs to complete relates to the staff members and keeping all employees happy and motivated. To keep all employees motivated, loyal to the firm and to keep working to the best of ones ability our company must provide the staff with monetary and non-monetary benefits. This strategy will work by using these benefits to ensure that the workplace is

International business organisation Essay Example | Topics and Well Written Essays - 1500 words

International business organisation - Essay Example Parallel to what stationary retailing, early consideration was just given to how the internet could be used as sales channel. Internationalization and international entrepreneurship SMEs has remained an issue of considerable relevance, principally to the observed growing effects of cross border venturing (European Commission, 2007). This realization was at the heart of the 2007 OECD-APEC study on at removing barriers to the SME Access towards the International Markets that provided general findings on the major barriers to SME internationalization as perceived by the SMEs and policymakers in the OECD and APEC member economies.1 The first internet presence happened with the international purchasing facilities in the year1997, and in 1999 this was when the first full scale online shop of Blue Tomato was opened. In its broad tendency, the Blue Tomato Company belongs to the born international group. In the year 2001, the second generation of internet shops then went online, making Blue Tomato as one of the leading snowboard mail order retailers in the subcontinent of Europe. The new shop generation was defined by the company as the internet shop, which was based on a completely new technology. Along with these were the test centers and snowboard schools, which were also grounds for direct customer contact. Today, the internet helps the Blue Tomato Company in internationalization through providing 90 per cent of the company’s total sales. This continues to take the upper trend. Limitations in the finance and the related physical resources have continued to be highlighted as the leading barrier to the internationalization of SMEs. The pertinent evidence would include the observed disadvantages faced by the Canadian international new ventures or the earlier stage SME exporters, relative to their more of an established counterpart, in regard to the access of the operating and term loans and the terms thereof. A