...Sybella was sitting in the back row of the bus, staring out the window and contemplating just how boring intercity bus rides are. She is alone in the back third of the bus; nearer the front there are some people, a general smattering, all either over 50 or looking it, about ten people in all. She is been seven hours out of the city, heading over the mountains via several places utterly insignificant, and huge traffic slowdowns mean she has only just turned off up the valley, which was supposed to be a two-hour trip. The people in cars are all going to the resort town further along; so, probably, are most everyone on this bus, and it bids fair to be another seven hours before it arrives there. A laughably small bathroom occupies only about half the back end of the bus; she is sitting in the truncated row immediately next to its door. Nothing has happened, absent variations on the theme of 'slow' from the traffic surrounding, since you left the city, and nothing seems likely to happen for another few hours at least. She begins to sit back seriously consider falling asleep. Several similarly uneventful hours later, the bus gratefully exits from the highway, ironically accelerating something like five times on the less-trafficked road. A loose collection of buildings is visible on the eastern side of the highway; the driver is now moving towards them. She looks around, seizing anything to be interested in, and see that the town, while very small, still sports an intercity bus...
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...Avoid the crowd. One of the myriad job requirements incumbent upon creatives is staying atop the latest trends and newest technologies. The longer I’ve been around and designing/writing – I’m a fresh-faced 32, full disclosure – the more I’ve realized that this requirement also comes with a corollary: Just because you can do something, it doesn’t mean you should do something. In other words, not every tactic that’s out there is either worth it or right for everyone (or anyone). Today’s tactic du jour that I hope to never hear about again: Crowdsourcing. Before we go any further, I want to say what crowdsourcing is not. Crowdsourcing is not a blanket term used to define the many ways companies are able to actively and appropriately engage with their customers. Asking folks who own your product to submit videos about the unique ways in which they use it is not crowdsourcing. Nor is asking them to take “action shots” of your product in use that they would, in turn, post on their company blog. Just two of the many healthy ways companies interact with their customers, to say nothing of using social media outlets like Facebook or Twitter to start a conversation. For our purposes, I’ll narrow down what crowdsourcing is to this: Asking people to compete against each other to produce significant branding collateral for only the promise of pay to the ultimate winner. Here’s how it works: Let’s say, for instance, a company needs a new logo. That company turns to the “crowd” – you, me and...
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...item. url URL URL of the item. Properties from CreativeWork about Thing The subject matter of the content. accountablePerson Person Specifies the Person that is legally accountable for the CreativeWork. aggregateRating AggregateRating The overall rating, based on a collection of reviews or ratings, of the item. alternativeHeadline Text A secondary title of the CreativeWork. associatedMedia MediaObject The media objects that encode this creative work. This property is a synonym for encodings. audience Audience The intended audience of the work, i.e. the group for whom the work was created. audio AudioObject An embedded audio object. author Person or Organization The author of this content. Please note that author is special in that HTML 5 provides a special mechanism for indicating authorship via the rel tag. That is equivalent to this and may be used interchangeably. award Text An award won by this person or for this creative work. awards Text Awards won by this person or for this creative work. (legacy spelling; see singular form, award) comment UserComments Comments, typically from users, on this CreativeWork. contentLocation Place The location of the content. contentRating Text Official rating of a piece of content—for example,'MPAA PG-13'. contributor Person or Organization A...
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...well-paid. Every day at the same time they wake up and go to the work that, in fact, they do not like and of course, do their job not very enthusiastically. This generation is particularly in trouble because jobs are scarce and many of us will be stuck doing jobs we hate just because we need money. Although this may be the right move for our careers now, this shouldn’t be something we do for the rest of our lives. it is best we search for something we are passionate about. There is nothing worse than having to wake up every morning during the week to mindlessly go do work you don’t even care about. However, this is never really an issue when you are passionate about the work you do. If you are not forced to work somewhere because of monetary constraint, you truly enjoy what you do and you never really work a day in your life. Even if you like your job you have to realize that not every day is going to be an enjoyable one. There are highs and lows, but when you are passionate about the work you do you look past the dull days. Your creative process is also different. You are more inclined to come up with creative ideas when you like what you do. It is also very important to love your job because at the work you spend almost half of your life. If you every day angry, unhappy, it all affects your health and the people that surround you. When you really enjoy what you do, nothing will stop you from getting your work done. Because you are passionate about what you do, you feel unstoppable...
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...Workplace by ADL Associate Barbara Glanz, CSP Study after study has shown that what workers want from their jobs in the year 2000 is not better benefits or more money. Rather, it is the small things that make workers feel commitment to an organization. One study shows the top three things workers want are interesting work, full appreciation for the work they do, and a feeling of being in on things . Baxter Labs recently did a global study in which they asked their employees worldwide what they could do to make things better for them. The resounding answer was that employees wanted to be "respected as whole human beings with a life outside of work." What seems critical, then, in workplaces today is for leaders to respond to workers as HUMAN BEINGS and to foster an atmosphere that is inclusive, caring, creative, appreciative and joyful. People are looking for a deeper sense of meaning and purpose in their work, and above all, they want to be respected and valued. In my book CARE Packages for the Workplace-Dozens of Little Things You Can Do to Regenerate Spirit at Work (McGraw-Hill 1996), I have used the acronym CARE as the elements of a spirited workplace: C = Creative Communication A = Atmosphere and Appreciation for All R = Respect and Reason for Being E = Empathy and Enthusiasm In each of the chapters I have included dozens of mostly no-cost or low cost ideas which can be implemented almost immediately in today's workplaces to engender a new spirit of commitment and joy. ...
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...Boss less office: Future Reality or Dream. ‘Every organization has to prepare for the abandonment of everything it does.’ Peter Drucker Are you angry at your boss? Be boss less... I have always loved my bosses, but most of the time we all have some or other kind of problems with our bosses. Imagine work environments where there are no bosses and no titles, where employees decide among themselves which projects to pursue and which people to hire and fire, and where each employee is responsible for deciding his or her own salary, raises and vacation days. Sounds different and quiet awkward but this is the recent talk of town of an innovation in HR. The boss less vision is being discussed on both theoretical and practical terms. Some see it as the democracy of the office place. E.g.: Valve Corp, a videogame maker in Washington State, has been boss free since 1996. It also has no managers and no official project assignments. How do the 300 employees coordinate their work? They self manage: they recruit each other for worthwhile projects, and they roll their desks around (all are on wheels) to reconfigure their work teams as they wish. Salaries and raises are set by committees of your peers. At Valve, with each project one person tends to emerge as the de facto leader, but they’re not assigned from on higher authorities. And then there are some companies who gave employee partially boss free environment. For e.g.: At Gore, they tell...
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...share large similarities in the kinds of academic subjects and careers they find interesting, and the kind of work they find satisfying. By understanding the role personality type plays, people can gain important insights into their educational, career and relationship needs. And because people of different types often communicate in very different ways, counselors and advisors can learn which strategies work most effectively with each individual student. Understanding you, Toree People like you are usually imaginative, creative and sensitive. You are a private person, and you take time getting to know people and letting others get to know you. You probably have a small group of close and trusted friends, and are generally cautious about jumping into new social situations. People describe you as thoughtful and empathetic, and you will try hard to please the people you care about. Outwardly quiet, you have strong feelings and opinions, especially about the way people should treat one another. You are very committed to your beliefs, so you may have trouble backing down or compromising your ideals just to get other people's approval. You can be somewhat of a perfectionist. People sometimes disappoint you and, since it's hard for you to remain objective, your feelings may often get hurt. You may love to fantasize about the future and probably enjoy creative activities like writing, reading, music...
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...to ask consumers what they think about the brand, or how they use the product or service. But, planning is not just a research function; it truly begins when the research ends. ------------------------------------------------- Planning takes into account various strategic frameworks, models to create brand propositions & communication plans by integrating consumer sensibilities. The work of the planer is to stay true to what the TG is thinking, believing or doing. I strongly believe communication ideas which are embedded with true consumer insights can make the brands relevant for the consumers and therefore an inseparable part of their lives! (Nike, as a brand has a place in the culture that far exceeds the particular performance characteristics of their shoes). ------------------------------------------------- A fair understanding of strategic planning process and its tools can bring in provocative thinking and add fresh impetus to work. It can take one outside the conventions of a category and aid generation of new ideas. From infusing creativity into the everyday brand work to helping the brand stretch across different formats, or ideation on new product developments, strategic planning can help us do a multitude of growth led activities with the brand. ------------------------------------------------- Planning also...
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...In a perfect world, teams work perfectly together, difficulties are easily overcome, meetings run well and members feel confident. In the real world, teams gather individuals who express different opinions, expectations and goals. As a result teams’ first challenge is to find a cohesion between all these individuals. To create this cohesion, it was necessary to know who we were working with. So we decided to evaluate the members with the theory of Belbin. In this self-evaluation, we will explain how we managed to create this cohesion, see how we successfully managed our task repartition and what were our success and difficulties. II/ The profiles according to Belbin It is crucial to know and understand the people we are working with. As a result, we established the Belbin profiles and this is what we got: Melissa Philippon is the shaper. She is task-focused individual and do not hesitate to face challenges. Camille Seugnet and Marie Besson are the completer finishers. Their perfectionism was essential to ensure the excellent finish and quality of the project. Gaelle LeCoent is the plant. She brought creative ideas and solutions to a problem. Roman Di Geronimo is the monitor evaluator. He is strategic and discerning all options. The monitor evaluator has an analytical way of thinking. He is in charge of solving current and upcoming problems. * III/ Tasks repartitions: Spectrum case was a very time consuming work as it was asked to restructuring...
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...processing function, storage function and selling function. Mintzberg approach contains figurehead, leader, liaison, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator. 2.Are you surprised at what Google found out about "building a better boss?" No I am not surprised, the project teams gathered more than 10,000 observations, from various performance reviews, feedback surveys and other reports. I think that managers can go by these rules to be a better boss. 3.What's the difference between encouraging managers to be great managers and knowing what being a great manager involves? Employee recognition for good performance is one of the simplest and easiest ways to encourage people to do their best work. Three reasons I feel managers become great are caring deeply about the success and well being of their team. Another one is Love creating positive environment. Last but not least is willing to fight, but picks their battles 4.What could other companies learn from Google's experiences? Companies can know what to look for in finding a manager or a boss and a boss or manager can learn how to be...
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...whole engages in laces pre-perceived fragility, using it to ironically represent power and strength through the works and their meaning. This is seen through the layout of the exhibition, the campaign like advertisements, understanding the context and in particular three of the artworks; ‘Cheongsam’ by Elise Benjamin, ‘Secret Forest’ by Karen Richards and ‘Marriane’s Memories’ by Jane Thean. Walls of adverts before the exhibition walkway gives the audience a sense of the power created by the ‘Love Lace’ exhibition. The manipulation of clichéd lines, ‘Make Lace Not War’ and ‘Not Just A Thread’, engages the viewer and emits a feeling of purpose, as this is very campaign like. Contrast of red, white and black colours and the weight of the writing also give the exhibit an urgency and significance along with attracting the eyes to the bold adverts. This in itself is already challenging the popular belief of delicate lace. The horseshoe layout of the exhibition allows the audience to be directed throughout in a clear and comfortable manner, as they are forced to walk in one direction guided by the walls, instead of an open space where the audience is confused and wonders where do I go from here? The walls are black and the lighting is concentrated on individual art works, effectively highlighting them and creating a mysterious atmosphere. This allows each work to have their ‘moment in the sun’...
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...WHAT IS THE BEST WAY to drive innovative work inside organizations? Important clues hide in the stories of world-renowned creators. ItturnS out that ordinary scientists, marketers, programmers, and other unsung knowledge workers, whose jobs require creative productivity every day, have more in common with famous innovators than most managers realize. The workday events that ignite their emotions, fuel their motivation, and trigger their perceptions are fundamentally the same. The Double Helix, James Watson's 1968 memoir about discovering the structure of DNA, describes the roller coaster of emotions he and Francis Crick experienced through the progress and setbacks of the work that eventually earned them the Nobel Prize. After the excitement of their first attempt to build a DNA model, Watson and Crick noticed some serious flaws. According to Watson, "Our first minutes with the models…were not joyous." Later that evening, "a shape began to emerge which brought back our spirits." But when they showed their "breakthrough" to colleagues, they found that their model would not work. Dark days of doubt and ebbing motivation followed. When the duo finally had their bona fide breakthrough, and their colleagues found no fault with it, Watson wrote, "My morale skyrocketed, for I suspected that we now had the answer to the riddle." Watson and Crick were so driven by this success that they practically lived in the lab, trying to complete the work. Throughout these episodes, Watson and Crick's...
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...background in several accounting specialties, and recently has earned her Certified public Accountant (CPA) certificate. The following information and our firm’s continued support will help guide Monica in the right direction in managing our vast accounting department. Five Stages of Group Development: As new employees are on-boarded, it is important understand the psychology of group formation. The development of groups will typically follow a five stage process. The five stages are: forming, storming, norming, performing, and adjourning. Communication is essential throughout the group forming, as it will help the group move onto the next stage. The first stage, forming, is the initial orientation of a team. The members will work to grow to know each other as well as the mission and goals of the team. It is important to communicate to the team their roles and responsibilities to reduce potential conflict. Conflict is the basis of the next stage, the storming stage. The conflict arises as the members of the group assert their positioning within the group. Group leaders will emerge and their compatibility with the others in the team is vital to their continued formation. As the leader takes control of the group, the group enters the third stage of norming. In this stage, the group resolves the...
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...[pic] Unit Learning Guide School of Communication College of Arts Name of Unit – Fashion and Identity Unit Number: 100941 Teaching Period: SPRING 2010 Unit Weighting: 10 credit points Unit Level 200 Unit Co-ordinator: Juliana Swatko Teaching Staff: Juliana Swatko, Jordan Graham First Point of Contact: Name Juliana Swatko Phone 9852 5441 Email : j.swatko@uws.edu.au Student Consultation A time for face-to-face consultations can be arranged by email. Email enquiries will be answered at regular intervals during the week. Provide details of times that are available for student consultation, including face to face, answering email or phone enquiries. It is a condition of enrolment at UWS that students must use their UWS student email account when corresponding with UWS staff by email in relation to their studies. The UWS Policy relating to this requirement is accessible at the following address : http://policies.uws.edu.au/view.current.php?id=00019#maj3 Attendance Requirements Students are expected to attend at least 80% of face-to-face sessions, and should contact the unit coordinator and lecturer by email to explain any non-attendance in advance. Essential Equipment and/or Resources Equipment Students need to have access to a computer where the Internet can be used to logon to E-learning at UWS and the VUWS website for this unit. It would be useful to have Adobe Acrobat Reader. It can be downloaded from...
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...INTERNATIONAL SCHOOL OF MANAGEMENT AND TECHONOLOGY GAIRIGAON, TEENKUNE, KATHMANDU NEPAL Unit Title: Menu Planning and Product Development Unit Code: Y/601/1762 Session/Year: Sept 2013 Assessment No: 01 Assignment Launch Date: Due Date: Assignment Title: Student’s Name: …………………………………………. |Outcomes Assessed |Possible evidence |Assessor Feedback |Criteria Met or|IV Agreed or Not |Comments | | | | |Not | | | |LO1 Understand factors that influence menu planning decisions | |1.1 Discuss the |different principles of recipe | | | | | |principles of recipe |development such as creativity; cookery| | | | | |development |styles; nutritional composition; | | | | | | |consistency of product; methods e.g. | | | ...
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