An appropriate terminal behavior Essays

A fitting terminal conduct Essays A fitting terminal conduct Paper A fitting terminal conduct Paper You are giving tennis exercises to a starting tennis player. Portray how you would show the best possible tennis swing through shaping. Specify: a. A suitable terminal behaviorâ b. A reinforcer you may useâ c. The particular advances you would take during shapingâ d. At the point when you would utilize persistent reinforcementâ e. At the point when you would utilize irregular reinforcement A. An proper terminal conduct is tell the understudy that the person in question must reach the ball, hit it over the net and into the opposite side of the tennis court. A reinforcer I may utilize is acclaim the understudy on the off chance that the person succeeded, or to offer to purchase the understudy lunch or frozen yogurt on the off chance that the person succeeded a specific measure of times. During forming, I would initially strengthen any endeavor the understudy made that came moderately near the objective of hitting the ball. Besides, I would strengthen a reaction that all the more intently approximates the terminal conduct, for example, hitting the ball over the net. Thirdly, I would fortify a reaction that looks like the terminal conduct significantly more intently for instance, if the understudy hit the ball over the net and verged on hitting it in. I would keep on strengthening ever nearer approximations to the terminal conduct until I was at long last fortifying just the terminal conduct of hitting the ball over the net and in. I would utilize constant fortification from the start, when the understudy required positive reasoning the most, so as to support the person improve all the more rapidly. I would fortify the understudy for just difficult. In any case, after the individual gets the hang of hitting the ball over the net and in, I would possibly irregularly strengthen the person in question when the person played out this terminal conduct, and not fortify that person each time the person attempted to hit the ball. Well beyond, it is significant for understudies not simply to utilize models in their science instructing yet in addition gain information about the nature and motivation behind logical models (Grosslight et al, 1991, Van Driel and Verloop, 1999). Also, figuring out how to display ought to be a social method that includes conversation and arrangement of importance, since this gives the best chance to every understudy to develop the ideal information (Harrison and Treagust, 1998). Be that as it may, as an examination proposes (Grosslight et al., 1991), understudies ought to have more involvement with utilizing models as devices for learning and involvement in conversations basic the job of models in logical ideas. Wilensky and Reisman (2006) feature the requirement for additional involvement in models in science training by saying that all understudies try to get science and their general surroundings. Additionally, when understudies figure out how to achieve displaying abilities they can utilize them in novel circumstances in the space of guidance (White, 1993, White and Frederiksen, 1990). The utilization of models in science instruction requires extraordinary exertion and there are troubles that understudies as well as instructors need to survive, so as to accomplish important and proficient utilization of demonstrating. Showing understudies models and demonstrating has demonstrated a very testing and troublesome undertaking (Schwartz White, 2005). Be that as it may, investigate indicated that neither understudies nor their educators have productive information about the nature and motivation behind logical models (Van Driel Verloop, 1999). Thus, a few understudies neglect to comprehend the motivation behind drawing in with the displaying procedure (Barrowy Roberts, 1999) and they likewise probably won't understand the idea of models or demonstrating, regardless of whether they are occupied with making and updating models (Carey and Smith, 1993; Grosslight et al., 1991). Then again investigate has appeared (Louca Constantinou, 2002) that finding out about models and displaying can be cultivated in early center school ages by directing understudies through a procedure of creating and refining models about characteristic wonders. Along these lines instructors job in encouraging science through an effective and fruitful displaying approach is significant. Educators ought to build up their insight in showing logical ideas and accomplish self-viability in instructing and as Bandura (1981) contends self-adequacy can be improved through demonstrating. Additionally, Enochs et al. (1995) bolster that all together for basic educators to accomplish fearlessness, very much arranged and demonstrated based exercises are required. Additionally, when understudies are building models and utilizing their own analogies, rather than those of instructors, will be more profited (Harrison and Treagust, 1998) and this is because of the way that understudies analogies are progressively natural and more clear (Zook, 1991). Then again, understudies think that its hard to choose proper analogies, so they anticipate from the instructor to give a similarity or a model, regardless of whether they experience issues in mapping it (Harrison and Treagust, 1998). Besides, a few troubles that understudies find when attempting to build significance in science are because of the way that they dont have proficient capacity and information in creating reasonable models of physical wonders (Golin, 1997). Thusly, instructors should utilize analogies and models in their educating through a methodology that includes center, activity and reflection (Treagust et al., 1998). Likewise, thinking about the significance of hand-on exercises, essential instructors ought to constantly improve their showing strategies particularly in the region of hands-on action arranging (Dickinson et al, 1997). Displaying encouraging practices can be a fitting and valuable instrument, since they advance instructing however useful shows (Hudson, No date). However, a few times models that are utilized in material science just show the final result of physical science to understudies (Steinberg, 2000), something that can constrain understudies basic reasoning and accept from them the open door to watch and discover new marvels without anyone else.

Ontario Teachers Pension Plan Essay Example for Free

Ontario Teachers Pension Plan Essay Ontario Teacher’s Pension Plan Board: Hedging Foreign Currency Exposure Ontario Teacher’s Pension Plan Board: Hedging Foreign Currency Exposure Issue Identification The Ontario Teacher’s Pension Plan (OTPP) is a characterized commitment plan that was made in 1917 to give and regulate a benefits plan for Ontario teachers. Supported by the Ontario Government and the Ontario Teacher’s Federation, the arrangement right now bolsters 343,000 instructors, previous educators and retired people. The ongoing government choice to kill the 30% requirement on remote speculations and the expanded instability in the cash advertise has incited the OTPP Investment Committee to address the accompanying: 1. Regardless of whether to proceed with the International Equity Swap Program 2. Regardless of whether to direct changes to the Foreign Exchange Hedging Policy Goals and Objectives In request to go to a choice, it is vital that any arrangement set forth should line up with the objectives and destinations of the reserve. OTPP is a drawn out reserve resolved to limit hazard, costs and the extra commitments required to support the arrangement while augmenting its profits. OTPP Investment Strategy In the mid 1990’s the OTPP board understood that it was basic to start contributing abroad to differentiate chance and to benefit from worldwide chances to accomplish more prominent returns, given the size of the store. In any case, it was not until 1996 that the Foreign Exchange Hedge Program (FX Hedge Program) was actualized because of a critical ascent in money introduction. As the reserve confronted expanded remote cash hazard, chance administration got fundamental and subsequently, a supporting arrangement of half of its outside money introduction was presented. Because of the way that OTPP has a ceaseless responsibility in supporting its retired people, it must open itself to restricted hazard and successfully fence against any sudden changes in its ventures. Consequently, a preservationist approach of supporting half of outside trade introduction was implemented. Also, the International Equity Swap Program (IE Swap Program) was actualized as an answer for the administration limitation of 30% responsibility for ventures. Since most resources were tied up in non-attractive Ontario Debentures, a trade program empowered OTPP to reallocate its benefits. OTPP Performance Evaluation The key choice to broaden past Canada and into worldwide markets has end up being helpful to the OTPP venture portfolio. It has contributed considerable incentive to the store over the multi year time span (1995-2005) by diminishing potential misfortunes, since five of the six remote monetary standards acknowledged against the Canadian dollar. For as long as 15 years, OTPP speculations have likewise reliably outflanked the benchmark pace of profits, creating a 10-year normal pace of return of 11. 4% and a gross return of $15. billion over benchmark returns. In spite of the portfolio’s negative pace of profits in 2001-2002, it has still created impressive speculation development corresponding to the benchmark, showing the quality of OTPP’s venture arrangements in chance administration. Nonetheless, since loan costs have declined by around 3% (1990-2004), the estimation of the annuity finance has expanded. This has brought about bigger measure of installments made to retired people. Also, the socioeconomics of the OTPP plan participation have changed altogether in the course of recent years. The proportion of dynamic individuals per retiree has diminished from 10:1 during the 1970s to the current proportion of 1. 6:1. In addition, the normal years retirees depend on the annuity have likewise expanded to 29 years. Every one of these components have applied a lot of weight on the annuity intend to continue its financing with commitments from less working instructors. With the outside cash showcase being progressively unpredictable, OTPP is concerned in regards to its future capacity to help benefits installments. Choice Criteria The Investment Committee must consider the accompanying rules when concluding whether to execute changes to the International Equity Swap Program and Foreign Exchange Hedging Policy: the fund’s presentation to outside trade chance, exchange costs, and an arrangement of objectives and goals of the store. Elective: Although OTPP has performed well before, the future viewpoint of the benefits plan stays questionable. Along these lines, OTPP has four options in contrast to the future heading of the store. OTPP can proceed or end the IE Swap Program and keep up or change the current half FX Hedge Policy. Proceed/Discontinue the Swap Program Previously, the trade program was utilized as a way to sidestep the administration limitation on outside venture. With the guideline being lifted, OTPP needs to now assess whether the trade program stays essential. The program has permitted OTPP to reallocate their benefits cost-viably as it wipes out OTPP’s cost of executing legitimately in remote trade showcase. In addition, since OTPP doesn't pick up responsibility for protections, it has decreased the measure of money required and restricted its hazard by moving the hazard to counter-parties (UBS, Credit Suisse, JP Morgan, and so forth ).

10 W?y? to G?t Y?ur B??? t? Tru?t Y?u ??m?l?t?ly

10 W?y? to G?t Y?ur B??? t? Tru?t Y?u ??m?l?t?ly “Trust starts with tru?tw?rth? l??d?r?hi?. It mu?t b? built into th? ??r??r?t? ?ultur?”. Barbara Brooks Kimmel Th? im??rt?n?? ?f trust in ?ll w?rk? of life ??n ?nd will n?v?r b? und?r- emphasized. If ??u didn’t ?lr??d? know, the m??t ?ignifi??nt f??t?r impacting ??ur j?b ??ti?f??ti?n i? your relationship with ??ur direct m?n?g?r, ??ur b???. Trust i? an assured r?li?n?? ?n the ?h?r??t?r, ?bilit?, strength, ?r truth of ??m??n? ?r something.W? ?ll h?v? th?t one person we can rely ?n, th?t one person th?t g?t? the j?b done, th?t one ??r??n th?t n? m?tt?r h?w though a t??k g?t? will ?lw??? find a ??luti?n.How ?b?ut the f??ling ??u w?uld get wh?n ??u are th?t ??rti?ul?r person.C?ming t? ?n? form ?f profession, the ??r? of ?n? ?r?f???i?n?l relationship in ?n? w?rd i? tru?t. It’? ?b??lut?l? necessary in ?rd?r to establish n?t only ??ur r??ut?ti?n, but ?l?? a strong n?tw?rk ?f ????l? who will help ??u throughout ??ur ??r??r.It goes with?ut saying: N? ?n? ??r??n i? r????n?ibl? f?r the success ?f a company; it’s a team ?ff?rt. Th?r? is a tightly w?v?n ?h?in of ?v?nt? that n??d? t? happen in ?n? organization in order t? achieve r??ult?,But that r?li?n?? ??n’t ?xi?t without trust. “It’s a reflection ?f your ?h?r??t?r, ?bilit?, strength etc. Co-workers and ?v?n your B??? will g? ?b?v? and beyond f?r ????l? they tru?t, th?t, in turn, h?l?? ?r?du?? ?b?v?-?nd-b???nd results.The v?lu? ?f a good relationship i? th?t it giv?? ??u a ??lid f?und?ti?n when ?tr???ful times ?ri??. With?ut one, ??u d?n’t have th? open communication ?nd ??n?? ?f trust needed t? r???lv? i??u?? b?tw??n you ?ui?kl?.It ?ll b?il? d?wn to th? relationship you have with ??ur b???. If you didn’t ?lr??d? know, th? m??t ?ignifi??nt f??t?r impacting ??ur j?b satisfaction is your r?l?ti?n?hi? with ??ur b??? ?nd how w?ll he ?r ?h? ??n ??unt ?n ??u t? d?liv?r almost ?v?r? ?ingl? time, ??? I said almost because w? ?r? not m??hin?? ?nd even m??hin?? ??n f?il.And th? truth i?, this f??t ?ut? ??r??? ? ll w?rk? of lif? fr?m doctors, mechanics, and b?b??itt?r?, to spouses, friends, ?nd ??w?rk?r?, w? ???k ?nd ??l??t trustworthy people t? h?ndl? important m?tt?r? ?t h?m? ?nd at w?rk.“Tru?t i? the glu? ?f life, it? th? m??t ????nti?l ingredient in ?ff??tiv? ??mmuni??ti?n. Its the f?und?ti?n?l principle that h?ld? all r?l?ti?n?hi??”. -Stephen C?v?? Earning your bosss trust i? critically important for your career ?u????? ?nd ?dv?n??m?nt, r?g?rdl??? of h?w you m?? feel about your b???, their ?nd?r??m?nt ?nd r???mm?nd?ti?n will u?u?ll? b? r??u??t?d by higher-ups b?f?r? ??ur? ?r?m?t?d or h?nd?d a ?lum project.Gallup’s (Gallup, In?. i? ?n Am?ri??n r????r?h-b???d, global performance-management ??n?ulting company.) meta-analysis ?f decades’ worth ?f d?t?, it   ?h?w? th?t high engagement-defined largely as h?ving a ?tr?ng ??nn??ti?n with ?n?’? w?rk ?nd ??ll??gu??, feeling like a r??l ??ntribut?r, ?nd ?nj??ing ?m?l? chances to learn-consistently l??d? t? ???itiv? outcomes f?r b?th in dividu?l? ?nd ?rg?niz?ti?n?.Th? rewards in?lud? high?r productivity, better-quality ?r?du?t?, and in?r????d ?r?fit?bilit?.”It’? u?u?ll? a l?ng ?r????? whi?h ?t?rt? with g?tting ??ur boss t? trust you ?nd since g?tting ??ur boss t? tru?t ??u ??n b? diffi?ult ?n it? own, b?ing ?r?m?t?d ?t w?rk can quickly turn int? a nerve-wracking process.T? ?v?id g?ing thr?ugh this ?tr???ful period, ??u should focus on f?rming ??m? h?bit? that will g?t your boss to trust you with?ut th?m ?v?n knowing that ??u’v? m?d? the ?ff?rt ?f winning their tru?t. K??? in mind th?t bosses are interested in hiring t?l?nt?d individu?l?, ?nd th?? want employees wh? are g?ing to ?u?h their ??m??n? f?rw?rd.But, n? m?tt?r how highl? ?u?lifi?d and skilled their ?m?l????? ?r?, f?w ?m?l???r? m?n?g? to get wh?t th?? w?nt ?ut ?f their ?m?l?????.According t? Glassdoor d?t?, l??? th?n h?lf ?f ?m?l???r? w?uld r???mm?nd their staff t? a fri?nd, ?nd thi? says a l?t ?b?ut h?w employers perceive their ?m?l?????.Your safest b?t is to ?d??t th? ?t??? di??u???d in thi? article, and b?f?r? l?ng a ?r?m?ti?n ?h?uld ??m? ??ur w??.10 WAYS TO GET YOUR BOSS TO TRUST YOU COMPLETELY1. He i? the b???; Do n?t dispute fact that ??ur b??? is your b???Oft?n tim?? it’s ?m?zing how ????l? ??? things lik? I’m n?t g?ing t? t?ll him that, h?’? a jerk. I d?n’t h?v? t? b? nice t? him I ju?t h?v? to clock in, do m? j?b ?nd ?l??k out.Thi? i? v?r? wr?ng on ?? m?n? l?v?l?.Y?ur b??? n?t only controls if you get a raise thi? ???r, if ??u g?t ?r?m?t?d or if ??u g?t a ?ink ?li? but he or ?h? ?l?? h?? gr??t influence ?n th? opinions of hi? b??? ?nd other managers.Y?ur j?b is t? support your b???’ success, that’s wh?t ??u were hir?d to do.If ??u have the ?ttitud? of being j?rk? or di?r?????tful to th? b???, it d???n’t hurt ?n??n? but ??u.S? wh?th?r ??ur dr?in thinks its ok t? r?f?r to your b??? ?? ?n idiot or if you h?v? n? respect f?r him, it doesn’t matter at ?ll. Y?u n??d t? figur? ?ut how t? m?n?g? your relations hip with the b??? in order t? get wh?t ??u w?nt.Und?r?t?nding thi? will help you r?l?t? well with ??ur b???, ?nd ?v?ntu?ll? earn his tru?t.Come t? think ?f it, you spend more time with ??ur b??? than with nearly ?n? other person in your life. Y?t so m?n? ????l? l??v? th? nurturing ?nd tending of thi? r?l?ti?n?hi? to chance ?r n?gl??t it ??m?l?t?l?.Y?u w?nt to have a solid, long-term relationship with your boss. If nurtur?d ?r???rl?, this r?l?ti?n?hi? will l??t a lif?tim? and ??u will f?r?v?r h?v? thi? person in your court ?nd ?n ??ur t??m.Many ?f m? fri?nd?, ???r?, and colleagues h?v? their f?rm?r bosses negotiating ??ntr??t? f?r them, ?utting th?m u? for j?b?, ?nd supporting th?m throughout th?ir careers ?nd this ??n b? ??ur case if ??u ?????t th? f??t th?t ??ur boss is ??ur b???.R?g?rdl??? ?f h?w ??u f??l about ??ur b???, h?’? i? in a high?r ???iti?n than you ?nd ??u and you need t? tr??t him with r?????t. “Thi? d???n’t mean you h?v? t? respect your b???,” M?Int?r? ?x?l?i n?d.“You m?? n?t ??tu?ll? r?????t ??ur boss ?? a ??r??n but you need to be r?????tful of th? boss,” ?h? ??id. If you d?n’t, h? ?r ?h? will pick u? ?n it, ?nd r????nd ????rdingl?.Th?n ??k yourself: If ??u w?r? the b???, w?uld ??u promote someone who didn’t r?????t ??u?2. Alw??? h?v? his B??k; N?v?r let ??ur boss G?t Blind?id?d“Th? only w?? to m?k? a m?n trustworthy i? t? tru?t him”. Henry L. Stimson S?m?tim?? you get an inf?rm?ti?n before it g?t to ??ur b???, t?k? for instance, a b?d n?w?, ?imil?r t? ?n angry ?li?nt or ?u?t?m?r ?r ?n unh???? business ??rtn?r poised t? ????l?t? over ??ur head and w?uld ?r?b?bl? g?t your boss in trouble.Th?r?’? only one thing t? do: Let ??ur b??? know before that ??ll ??m?? in.There’s nothing m?r? ?nn??ing t? a m?n?g?r than being ??ught ?ff guard and knowing nothing about the ?itu?ti?n ?t h?nd.Wh?n ??u know th?t ??ll i? ??ming, g?t ??ur b??? th? details ?f th? ?itu?ti?n and th? corrective ??ti?n that’s ?lr??d? in play (because ??u’ v? ?lr??d? t?k?n care of that, right?) so he or ?h? is prepared ?nd ??nfid?nt wh?n that phone rings.Also whil? ??u might d? a great j?b ?f keeping your m?n?g?r in th? l??? ?b?ut ?r?bl?m?, you ??n ?l?? do an ??u?ll? good j?b of updating h?r ?n th? successes ?? well.Seeing ??u ?ull off vi?t?ri?? will build hi? ?r h?r ??nfid?n?? in ??u â€" ?? m?k? ?ur? h? ?r she kn?w? wh?n ??u d?.Y?u don’t want t? d? thi? in an ?v?rl? braggy way, of ??ur??, but a ?im?l? “Hey, w? w?r? ?bl? t? ?h?v? 15% ?ff the project budg?t b? r??x?mining ?ur vendor ?x??n???” ?r “I got this great n?t? fr?m th? ?li?nt th?nking us for ?ur w?rk ?n the n?w campaign” is ?x??tl? th? kind ?f thing most bosss w?nt to kn?w ?b?ut.3. H?n?r Your B???’ TimeYou m?? b? ?n th? ??m? t??m ?nd pulling for th? ??m? r??ult?, but th?t doesn’t m??n ??ur boss’ time i? ??ur? f?r ??ur taking.Time is extremely valuable f?r all u?.And, ?????i?ll? ??ur b???.Dont w??t? th?ir tim? with ?ffi?? n?n??n?? or m?king them have t? f?ll?w up with ??u ?ft?r you mi???d deadline. M??t ??ur deadlines ?nd find ?ut th? best tim?? to come t? th?m with any questions ?r concerns.L??rn th? m??t opportune tim?? to collaborate with your b???-wh?n h? or she i? going to b? most f??u??d ?n what you n??d-?nd plan your m??ting? for th??? times.H?n?r your b???’ time in ?th?r w???, t??. K??? ??mmitm?nt? f?r m??ting? ?nd ?h?n? calls. B?gin th?m ?r?m?tl? ?nd ?nd ?n tim?.Prepare ?nd ??nd an agenda ?h??d ?f tim? ?? ??ur boss kn?w? what points ??u’ll b? ??v?ring and you d?n’t g?t ?ff tr??k. Ex???t t? lead the di??u??i?n, ???tur? decisions, ?nd f?ll?w up ????rdingl?.K??? your commitments. M??t deadlines ?h??d ?f tim?. Keep ??ur b??? in th? loop ?b?ut the progress you’ve m?d? before ?h? ??k?.Th??? d?vili?hl? ?im?l? ?tr?t?gi?? m?k? ??u l??k lik? a r??k ?t?r-?nd ?n ?x??rt in managing u?.In th? ?nd, you’ll show your b??? th?t ??u v?lu? ?nd appreciate his ?r h?r tim?.Oth?r ways to h?n?r ??ur bosss time include:Sh?w u? ?n tim?.In m??ting?, ?v?id di?tr??ti?n? like Twitt?r and T?xt Messaging.If you ??n handle it ?n ??ur ?wn, go for it!R?turn calls and ?m?il? from ??ur boss within 24 hours.A?k ??ur boss ?u??ti?n?, especially if you d?n’t ?gr?? with what they ?r? doing.Fill ?ut ????rw?rk on tim?.Pr?t??t ??ur b???’ tim? by ??ming prepared t? ??h?dul?d m??ting?, whi?h will minimiz? post-meetings.G?tting t? w?rk before ?v?r??n? ?l??, ?v?n ??ur boss, ?h?w? th?t ??ur? r?li?bl? ?nd dependable. Additi?n?ll?, ru?hing ?ut ?f th? ?ffi?? before ??ur b??? doesnt ?ut you in th? b??t light. T?k? thi? additional tim? to ?r???r? f?r the n?xt d??, ?r d? some housekeeping like returning ?m?il?.4. Think ?ut?id? th? b?x (try ?ut ??luti?n? b?f?r? seeking help)Th? k?? to g?tting ??ur b??? to tru?t ??u (which will, in turn, get you a ?r?m?ti?n at work) i? t? present ??ur??lf as th? ??luti?n.Th?r?’? nothing wrong with ??king f?r h?l?-? g??d boss will b? more th?n h???? to assist so ??u ?nd the company ??n ?u????d.But in?t??d of just ???in g, “I’m ?tum??d,” ?nd ?x???ting your b??? t? ??m? u? with ?n answer, br?in?t?rm ??m? ????ibiliti?? and ?i?k the ??luti?n ??u’r? leaning toward b?f?r? ??u t?lk.It i? w?? more constructive because your b??? ??n ??? you’ve r??ll? l??k?d at th? ?lt?rn?tiv??. You’re n?t just asking f?r h?l?-??u’v? done a l?t of th? thinking, ?nd now you ju?t w?nt in?ut.D?n’t hesitate t? involve yourself in thing? th?t h?v? nothing to d? with you, ?? l?ng as ??u d? it subtly and in a helping manner; if you h?v? a ?r??tiv? ??luti?n to ?ff?r ??u ?h?uld offer it no m?tt?r wh?t.Imagine that ??u ?tr?ll?d int? your b???’? office ?nd nonchalantly ??id, “Hey, b???! The building i? on fire and I w?? really h??ing ??u ??uld jum? in ?nd put it out.”Y?ur b??? is b?und to h?v? ?u??ti?n?. How did thi? fir? g?t ?t?rt?d? H?? ?n?b?d? ?lr??d? tri?d to ?ut it ?ut? Wh? i? this h????ning?Just b???u?? you can’t bring ?n? potential ??luti?n? t? ??ur ?u??rvi??r d???n’t m??n th?t ??u ??n w?nd?r int? his ?ffi?? with?ut ?n? ??nt?xt.He’ll need th? necessary b??kgr?und information in ?rd?r t? b?tt?r und?r?t?nd th? ?itu?ti?n ?nd help ??u id?ntif? the best w?? forward.B?f?r? initi?ting the ??nv?r??ti?n, t?k? ??m? time t? think thr?ugh th? entirety ?f your ?r?bl?m:Wh?t ??nv?r??ti?n? ?r circumstances l?d you to this point?Did ??u m?k? ?n? mi?t?k?? that exacerbated thi? issue?Are th?r? any other players involved that ??ur manager ?h?uld be ?w?r? of?I? th?r? any d??um?nt?ti?n ??ur b??? will n??d t? get a better und?r?t?nding ?f th? whole picture?C?ming ?rm?d and ready with ?ll ?f thi? inf?rm?ti?n in ?l??? will show th?t ??u ?r?n’t ju?t aiming f?r ?n easy w?? ?ut ?f ??ur ?ti?k? ?itu?ti?n. You may not h?v? th? ?n?w?râ€"but ?t l???t ??u t??k the time t? g?th?r the f??t?.B?f?r? ??u g? to ??ur b???, think about th??? f?ll?wing ??int? on how t? ?r???nt ??ur ?it?h.i. Determine Your MethodFir?t things fir?t, you n??d t? d?t?rmin? how ??u should ???r???h your b???. Will ??u send ?n email ?r h?v? this ??nv?r??ti?n in-??r??n?The lure ?f ?m?il can be t?m?ting, ?????i?ll? ?in?? it saves ??u th? ?mb?rr???m?nt ?f needing t? l??k ??ur b??? in th? f??? ?? ??u ??nf??? ??ur ?wn ??r??iv?d ?tu?idit?.F?rtun?t?l?, j?tting ??ur ?u??rvi??r a message can w?rk ju?t fin? for ?n? non-urgent matters. Plus, email giv?? ??u th? opportunity to d??um?nt any inf?rm?ti?n th?t your b??? might r??uir? (m?r? on th?t in a minute).ii. Get Your Facts ReadyM?k? sure all th? needed f??t? are figur?? ?r? ?v?il?bl? ?nd on hand in ???? ?n ?x?l?n?ti?n w?uld b? needed, n?b?d? wants to g? with a knife to a bazooka fight.iii. Explain The Potential FalloutTh?r?’? a reason th?t ??u’r? g?ing to ??ur b??? with thi? problemâ€"not ?nl? because ??u d?n’t have th? ??luti?n, but also b???u?? ??u know th?t making the wrong m?v? could h?v? some serious consequences.Y?u n??d to make th?t ??t?nti?l f?ll?ut ?x?li?itl? ?l??r. Wh?t m?k?? this ?r?bl?m w?rth? ?f hi? tim? and ?tt?nti?n? I? a ?li?nt really ?ngr?? I? the ??m??n?â €™? r??ut?ti?n ?t risk?M?r? ?ft?n than not, m?n?g?r? prefer t? get involved before stuff really hits th? f?n. So ??ur ?wn ?u??rvi??r will lik?l? b? h???? that ??u br?ught th? i??u? t? him b?f?r? thing? turned int? even a bigger m???.5. Pr?v? th?t ??u’r? Trustworthy“A m?n b???m?? tru?tw?rth? wh?n ??u trust him”. Gr?h?m Greene, The Qui?t Am?ri??nY?ur b??? ??n’t be everywhere at all times so you’re ?n? of his eyes ?nd ears ?n th? ground. So, if ??u h?v? inf?rm?ti?n about ??m?thing g??d, ?h?r? it.Ev?n if it’? b?d news, ??u h?v? to h?v? th? ??ur?g? to t?ll it to ??ur boss ?? you can put out the fir?.If you’re sitting on a ti?king tim? b?mb, thing? will h????n if you’re ?fr?id t? t?ll the b??? the b?d n?w?. Always r?m?mb?r, you ?nd ??ur b??? ?r? in thi? t?g?th?r.“In l??d?r?hi?, lif? ?nd ?ll thing? it’? f?r wi??r t? judge ????l? b? their d??d? th?n th?ir speech th?ir track record r?th?r th?n th?ir talk”. Rasheed Ogunlaru H?w to ?r?v? th?t youre tru?tw?rth?:a. Show up ?n timeY?u might di???unt b?ing a few minutes late but l?t? i? l?t?. Wh?th?r it i? 5 minut?? l?t?, ?r 50 minut?? late.Sh?w u? ?n time. G?t there wh?n you say ??u will get there. Better ??t ?h?w up 5 minut?? early.b. D? wh?t you ???Wh?n ??u d? wh?t ??u say ?th?r? ??n tru?t ??u.They kn?w th?t what ?v?r ??uv? ??id will get d?n?.Y?u w?nt tell a lie, ??u wont ?v?r ??mmit, ?nd ??u wont make promises ??u ??nt k???.Thi? will ?r???l you int? the t?? 10% of people wh? are ??mmitt?d to b?ing honest ?nd ?tr?ightf?rw?rd.You will b???m? part ?f ?n ?lit? gr?u? of people wh? k??? th?ir w?rd.c. Fini?h wh?t you ?t?rtMost ????l? d?nt finish wh?t they ?t?rt. Ev?r??n? has ?r?j??t? ?itting in th?ir g?r?g? th?t n?v?r g?t done.Become a person wh? fini?h?? what ??u ?t?rt.This will show t? ??ur b??? that not ?nl? ?r? you a ??mmitt?d person in ??ur w?rd? but ??ur ??ti?n? ?r?v? ??ur ??mmitm?nt.Th? ??ur stick-to-itivness t?k?? precedence over hanging ?ut with fri?nd?, ?r lazing ?r?und. And thi? ?h?w? ??u ge t things d?n?.d. S?? please ?nd th?nk ??uH?ving kind ?nd g?ntl? mannerisms is th? mark of a trul? tru?tw?rth? ??r??n.Thi? shows that ??u have g??d gr???? ?nd th?t ??u can r?????t ?th?r people in?uluding ??ur b??? for the things th?t they d? f?r ??u ?nd th?t ??u dont take th?m f?r gr?nt?d.When you ?t?rt doing it ??u will ?ui?kl? realize th?t it i?nt ?? easy as it sounds. Y?u will h?v? a t?ugh tim? in the b?ginning.Eventually ??u boss will ju?t treat you ?? th? most trustworthy ??r??n around and your proof will b? in th? ?udding.e. B? Optimistic And En?rg?ti?Bring gr??t energy ?nd ????i?n to ??ur work. Don’t think of your ???iti?n ?? a j?b, think ?f it ?? a mi??i?n, an ????rtunit? t? transform ?nd support ????l? who ?u???rt and tr?n?f?rm ?th?r?.The r??ult ?f ??ur passion i? a better world/company/experience f?r all. If ??u ??ntinu?u?l? d?m?n?tr?t? th?t m?king a difference in th? lives ?f others is im??rt?nt ?nd meaningful to you ??u’ll g? f?r.Th? k?? i? t? m?d?l the above b?h?vi? r? consistently, this i?n’t a “?n? and d?n?” formula. Your v?lu?? and ??ur ?ff?rt? will b? r???gniz?d in ??ur ?rg?niz?ti?n ?nd by ??ur boss. R?m?mb?r, ??u ??n’t make ??m??n? tru?t ??u.You can m?k? consistent effort t? ??rn trust and at th? ?nd ?f th? d??, the person wh??? trust ??u need th? most, is ??ur own and th?t’? your b???’.Und?r?t?nding your boss ?nd ????king hi? l?ngu?g? helps ?r?v? th?t ??u’r? tru?tw?rth?. If your b??? i? a linear think?r ?nd you’re m?r? of a right-br?in t???, you might find th?r?’? a di???nn??t b?tw??n ??u.F?r in?t?n??, whil? ??u might gr?vit?t? toward big ideas, ??ur b??? might n??d t? ??? th? h?rd numb?r? ?nd r??ult? t? understand your ??r????tiv?. Pay ?tt?nti?n to wh?t your b??? t?nd? t? z?r? in on, ?nd adjust ??ur f??u? t? fit in with th??? priorities.“W?t?h and li?t?n to th? kind? ?f thing? th?t ?r? important t? that person,” M?rrill ????. “D?n’t change wh?t ??u ???, because th?t’? n?t integrity, but ??? it in a way th?t w? uld b? m??ningful.”Al??, m?king eye contact wh?n you’re t?lking t? your boss ?h?w? ??u’r? listening, so r??i?t th? t?m?t?ti?n to glance d?wn at your phone. T?k? ??ur ?h?n?, turn it off, ?nd ?ut it in th? middle ?f th? t?bl?. D?n’t even get distracted. Have your boss think ?h?’? th? only ??r??n in th? r??m.6. D?n’t try t?? hard t? be friends with your bossS?rr?, w?’r? gr?wn-u?? n?w ?nd ??u have to ?????t th?t you ??n b? fri?ndl? with ??ur boss but ?n??n? wh?’? ??ndu?ting ??ur ??rf?rm?n?? review ?r d??iding if you g?t a r?i?? cannot b? ??ur fri?nd.Being too close with th? b??? could n?t ?nl? ?tr?in relations with your ???r?, but ?tir rumors ?f f?v?riti?m.So th?t not ?nl? ?r??t?? ?r?bl?m? for you, but ?r?bl?m? f?r ??ur boss which is wh?t this whole li?t i? aimed ?t avoiding.So, d??? th?t m??n to f?rg?t the h?lid?? gift?Hell N?! Th? ?r?? would say. A m?d??t gift i? a ?ign ?f ??ur ???r??i?ti?n ?nd, lik? ?n??n? ?l??, bosses like to be ???r??i?t?d.One w?? t? k??? it fr?m g etting w?ird i? t? g? in with ??v?r?l co-workers ?n a gift f?r th? boss. Th?t’? a win-win-win: Your b??? f??l? ???r??i?t?d, you l??k g??d ?nd now you’ve ?l?? made ??ur ??-w?rk?r? l??k g??d.A g??d boss-employee r?l?ti?n?hi? is ??m?thing we should all w?rk t?w?rd?, wh?th?r as the b??? ?r the employee in th? ??u?ti?n. But while b?ing fri?ndl? ?nd h?ving a good und?r?t?nding of a n?tur?l work symbiosis i? ????nti?l, kn?wing wh?r? to dr?w th? lin? i? ?riti??l t??.M?king friends at w?rk i? not just a n??d, but a n?????it?, if ??u want to ensure a h????, ??nt?nt work-life balance. No m?tt?r what fi?ld ?r whi?h ??m??n? ??u’r? w?rking in, w? all know that we spend th? majority ?f ?ur ?v?r? d?? ?t our workplace.Whil? w? already h?v? our ?l?t?? full with th? endless r?ll-?ut of ?v?r?d?? t??k? ?nd ?h?ll?ng??, having fri?ndl? colleagues b? your ?id? can ju?t m?k? th? ?r????? a little more ?nj???bl?!In th? ?????t ?f ‘r?????t’ as a m??n? to m?k? fri?nd? with ??ur boss, th? greatest mi?t? k? ?v?r??n? m?k?? is searching f?r it as it is ??m?thing th?t th?? ??nn?t liv? with?ut. The respect ??u g?t i? n?t ??ur business! The r?????t ??u giv? i? wh?t ??u are r????n?ibl? f?r.Th? ?nl? respect t? ?r?v? f?r i? ??ur ?wn. If you R?????t Your Vi?i?n ?nd F?ll?w It with?ut ?u??ti?n, th?n r?????t fr?m ?th?r? th?t trul? respect your cause will ??m? ?ut?m?ti??ll?.If ??u ?h?w ??ur b??? th?t you b?li?v? in ??ur??lf ?nd don’t ???k hi? ???r?v?l, you’ll b? ?m?z?d the amount of respect you’ll g?t. Y?ur boss may even ??t lik? you ?r? ?b?v? him!7. Dont Shy Away From Your Mistakes“A m?n should never b? ??h?m?d t? ?wn h? h?? b??n in th? wr?ng, whi?h i? but ???ing th?t h? i? wiser t?d?? than he w?? ???t?rd??”. Al?x?nd?r P??? P???l?’? fir?t in?tin?t i? ?ft?n to d?wn?l?? mi?t?k?? (or ?v?n w?r??, hid? them), but that’s a fast path to l??ing ??ur b???’? tru?t. In f??t, the more blunt you ?r?, th? b?tt?r it will u?u?ll? come across â€" because it instills confidence in ??ur b??? th?t ??u’ll giv? h?r bad n?w? directly ?nd n?t tr? t? massage th? truth.You w?uld w?nt t? ?l?? resist th? urg? t? cover up ??ur f?ult?, and come clean to ??ur b??? without making u? ?x?u??? or trying to ?hift the bl?m? to ?th?r people.Otherwise, ??u’ll be in w?? more trouble if ??ur b??? figur?? ?ut wh?t h????n?d. Bl?ming ?ub?rdin?t?? ?r other ????l? ?n th? team f?r a l??? is a w??t? ?f tim? ?nd ?n?rg?, ?nd destroys trust ?nd morale, and ????l? will l??? willing t? t?k? ri?k? ?nd r?l? ?n each ?th?r.Y?u’r? bound to slip u? at ??m? ??int-??u ?r? hum?n, ?ft?r all-which is wh? n? b??? will ?x???t you to b? ??rf??t.S? ?lw??? h?v? thi? in mind.B?un?ing b??k from ??ur mi?t?k??A???rding to a recent ?urv?? by Deloitte, th? top ??u?? ?f ?tr??? for w?rk?r? w?? realizing th?t th?? had made a mistake.Of th? 23,000 people ?urv???d, 82% ??id thi? caused th?m stress ?t w?rk. (A ?h?ll?nging workload and “m?m?nt? ?f ??nfli?t” like g?tting reprimanded ?r d?liv?ring a diffi?ult m????g? ti?d for s econd ?l???, ?t 52%.)This isn’t a healthy ?r ?r?du?tiv? ?itu?ti?n. Mistakes are inevitable, ?????i?ll? if your j?b has gr?wn in ????? ?r r????n?ibilit? ?r th? ???? ?f bu?in??? has ?h?ng?d. Telling yourself to ?v?id mi?t?k?? ?t ?ll ???t? will just l??d t? ?v?n m?r? ?nxi?t?. It can ?l?? stifle ??ur creativity (?nd ????ibl? r?i?? th? ?nxi?t? l?v?l? ?f everyone ?r?und ??u).N?b?d? i? ?b?v? making mi?t?k??. J?hn M?D?nn?ll for instance m?d? a big mistake at w?rk ?nd was able t? find hi? w?? b??k. Whil? ??u can’t ?v?id mi?t?k?? ?ntir?l?, ??u can in?r???? ??ur ?bilit? t? b?un?? b??k ?ui?kl? ?nd ?r?du?tiv?l? ?ft?r ??u m?k? ?n?. H?r? are a few ti?? t? help ??u d? that:Minimize ?m?ti?n?: The k?? t? minimizing ?m?ti?n? i? t? m?int?in ??r????tiv?. S?ld?m does a mi?t?k? ?nd a lif? ?r ?v?n a bu?in???. It? im??rt?nt t? remember th?t.Own Y?ur Mi?t?k? ?nd T?ll Wh??v?r N??d? t? b? t?ld: If ??uv? m????d u? big, it ?r?b?bl? m??n? ?th?r ????l? are g?ing t? b? ?ff??t?d b? it. Th? l?ng?r ??u w?it t? t?l l wh? it ?ff??t?, th? longer it can t?k? t? fix wh?t?v?r n??d? fixing.A??l?giz?: N?xt, of ??ur??, ??m?? th? ???l?g?. S?hw?itz?r ?ugg??t? g?ing ?ui?kl? t? ???h ??r??n ?ff??t?d t? ?x?l?in th? ?itu?ti?n, ??kn?wl?dging ??ur mi?t?k? and l?tting th?m kn?w ??u ?r? fixing th? ?r?bl?m ?r h?v? fix?d th? ?r?bl?mBring a Possible S?luti?n Al?ng with th? Problem: Y?u n?v?r w?nt t? be ??m??n? wh? ?nl? bring? problems ?nd n?v?r ??luti?n?, r?g?rdl??? ?f wh?th?r th? ?r?bl?m w?? ??u??d b? ??u ?r n?t.G?t ??m? ??r????tiv? ?nd a r??lit? ?h??k: On? ?f the m??t im??rt?nt thing? t? d? wh?n ??u’v? ??r?w?d u? i? t? take a ?t?? back ?nd g?in ??m? perspective ?nd/?r a r??lit? ?h??k ?n th? ?itu?ti?n. Hopefully, th? ?itu?ti?n ??u’v? just in?tig?t?d i?n’t t?? ??ri?u?.Put a Plan in Place so it D???n’t H????n Ag?in: If it w?? a lapse ?n ??ur part, l?t ????l? kn?w th?t ??u’r? t?king ??ti?n to m?k? ?ur? it doesn’t h????n again. If it w?? a process th?t f?il?d, ?h?w how ??u’r? ?h?nging thing? so th?t ther e’s n?t a repeat.W?rk t? Er??? the Mistake with C?-w?rk?r? ?nd Su??rvi??r?: Th? b??t w?? t? ?ut ??ur mistake b?hind ??u i? to k??? ?n killing it ?t your j?b.Take a br??k: On? ?f th? b??t thing? to d? i? to g?t ??ur??lf ?ut ?f th? ?nvir?nm?nt in whi?h the mi?t?k? occurred, t? ?t?? ??ur mind from dw?lling ?n the situation. Go ?nd t?k? a br??th?r; get ??ur??lf ?ut ?f th?t ?ffi??, ?r h?m?, or wh?r?v?r, ?nd t?k? a w?lk ??m?wh?r?.B? kind t? ??ur??lf: Pr??ti?? a bit ?f ??lf-??m????i?n following a m?m?nt ?f guilt ?nd ??dn??? ?v?r a mi?t?k?. In a world wh?r? w?’r? ?x???t?d t? b? fl?wl??? hum?n b?ing? with ?h??i??l perfection and ideal liv??, th? id?? ?f ??r?wing u? ???m? ?lm??t h?rrifi?. It i?n’t. Y?u’r? hum?n. It’? okay t? make mi?t?k??.F?rgiv? Y?ur??lf ?nd L??rn fr?m Your Mi?t?k?: Facing ??ur mi?t?k?? i? hard t? d?, but it? im??rt?nt t? f?rgiv? ??ur??lf f?r m?king a mi?t?k?. Y?u m?d? a mi?t?k?; big d??l, w? ?ll m?k? mi?t?k??.Fin?ll?, M?v? ?n: If it’? n?t a f?t?l (?.g. firing) m istake (m?r? ?n th?t in a bit), thi? too ?h?ll ????. Odd? ?r?, thing? will g?t b??k to n?rm?l ?r?tt? ?ui?kl?.8. M??t?r th? Art ?f Looking Bu??L?t? b? tru? t? ?ur??lv??: ??m?tim?? th? b??t way t? get ahead i? t? b? ju?t a tin? bit ?vil.And in thi? case, that m??n? m??t?ring th? ?rt ?f l??king busy even when you ?r?nt. Th?t d???nt m??n ?l??king off on the j?b, ?r ?utright l?ing. It ju?t m??n? ?n?uring ??ur boss kn?w? th?t ??u have a lot on ??ur plate.S? always h?v? something youre working ?n when th?? ??k, k??? them u?d?t?d ?n your progress, ??m?tim?? ??u ??n ??d ??ur ??tim?t?? f?r how l?ng it takes to a thing b? ?b?ut a f?w ??r??nt?g?.S?m?tim?? ??u can u?? the S??tt? Prin?i?l? whi?h ??? you ??n ?dd u? t? 25% m?r? time it t?k?? in doing a task. It ?n?ur?? ??ull never get b?gg?d d?wn or turn in ?n?thing late-and if ??u d?liv?r ?h??d of schedule ?????i?n?ll?, ??ull even ??m? out l??king g??d.The ??int of l??king bu?? i? t? r?mind your b??? and your ??w?rk?r that ??ur tim? is valuable, t h?t there ?r? ?nl? so m?n? things you ??n w?rk ?n ?t ?n??, ?nd t? giv? you ??m? breathing r??m ?? ??u can ??tu?ll? think.In ?h?rt, l??king bu?? r?mind? everyone that you ?r? bu??, ?nd giv?? ??u some fr??d?m ?t the ??m? time. Wh?th?r ??u u?? th?t fr??d?m f?r v?lu?bl? br?in?t?rming ?r w??ting tim? ?n ??ur f?v?rit? t??h blog i? a ?h?i?? I l??v? to ??u.Y?u should ?lw??? h?v? an ?n?w?r f?r ?u??ti?n? lik? “Wh?t’? u??” ?r “What’s ?n your plate t?d???” especially wh?n it’s ??ming fr?m ??m??n? in ?uth?rit?.A friend of min? ?n?? t?ld m?, th?t one of his l??t b????? lik?d to ?t?rt th? day by dr???ing b? his d??k ?nd ??king wh?t he had g?ing ?n f?r th? d??.HE l??rnt quickly th?t if h? didn’t h?v? ?n answer for him, it m??nt tw? thing?: First, he wasn’t thinking ?b?ut th? d?? ahead and he w??n’t ?n t?? ?f hi? game, ?nd ????nd, it gave his boss ??rt? bl?n?h? t? ?t?rt d?l?g?ting. D?n’t m?k? th?t mi?t?k?-wh?n ??m??n? ??k? ??u wh?t you’re working ?n, h?v? an ?n?w?r. The m?r? d?t?il?d ?nd v?ri?d, th? b?tt?r.The id?? ?f thi? i? not t? g?t ??u t? b?ing lazy or f?r ??u t? t?k? t?? mu?h time in doing a t??k, but to giv? you just ?n?ugh tim? to fini?h a t??k ?nd g?t working ?n ?n?th?r task.This also gives r??m ?nd tim? t? im?r?v? ?n ?r?vi?u? ???ignm?nt? ?nd wh?n th? r???rt? ?r? ?ut, it? ?n ultim?t? win f?r ??u, ?nd you b???.9. D?n’t complain ?b?ut ??ur b??? with ?th?r?“Wh?n any ?nxi?t? or gloom ?f th? mind takes hold ?f you, m?k? it a rul? not to ?ubli?h it b? ??m?l?ining; but ?x?rt yourselves t? hide it, ?nd b? ?nd??v?ring t? hide it ??u driv? it ?w??”. S?mu?l J?hn??n If ??u hate ??ur b???, ??u’r? n?t ?l?n?. A ?t?gg?ring 75% ?f ?m?l????? say th?ir b??? i? th? w?r?t ?nd most stressful ??rt ?f their job.N?w th?t’? a ?h??r? ?t?t!In t?d??’? typical w?rk?l???, disengaged employees ?r? the n?rm.In f??t, r????r?h ??ndu?t?d by G?llu? ?h?w? th?t ?nl? 13% of employees w?rldwid? ?r? ?ng?g?d in th?ir w?rk. And as we ?ll know, wh?r? there ?r? di??ng?g?d ?m?l ?????, th?r?’? u?u?ll? complaining, gossiping, ?nd gri?ing th?t f?ll?w?.It’? n?t th?t th?r?’? n? place for di?????intm?nt, anger ?r ?nn???n?? at w?rk. But I can gu?r?nt?? ??u that your complaints ?r? n?t doing ??u ?r ??ur career ?n? f?v?r?. If they w?r?, people w?uld l?b?l th?m ‘?r?????l?,’ ‘negotiations,’ ‘??luti?n?’ ?r ‘?ugg??ti?n?’.And ?g?in, ?n? easy way to break th?t tru?t with your b??? is t? have him or her find out th?t you’ve b??n ??m?l?ining about him t? other ????l?. S?, r??i?t th? urg? to giv? in to ?ffi?? ??m?l?ining.R?m?mb?r: Y?u never kn?w wh?n th?t person ??u think i? on ??ur side ??mmi??r?ting about the boss will turn on you. Keep ??ur ??? on the big picture ?nd keep ??ur tr?? shut.Y?u might think your b??? m?d? a horrible d??i?i?n, but ??u ?r?b?bl? don’t know ?ll th? factors th?t ?l???d into that ?h?i??. Quit ??m?l?ining and work t?w?rd? m?k? th? final d??i?i?n a successful ?n?.Y?u may not l?v? ??ur boss. You m?? n?t ?v?n lik? your b???. A ? im??rt?nt as this f??t i? t? ??u, it doesn’t mean th?t th? ?ntir? office wants t? hear about it. In a perfect w?rld, ??u w?uld h?rm?niz? with ?ll of ??ur colleagues.In thi? w?rld, you d?n’t n??d t? be fri?nd? with ??ur boss t? w?rk together ?r?f???i?n?ll?. Minimize th? personal di?tr??ti?n? ?nd focus ?n th? larger issues of ??hi?ving ??m??n? g??l?.If you d?n’t want t? have a boss, why not explore your ?ntr??r?n?uri?l faculties ?nd ?t?rt ??ur ?wn bu?in???? If thing? ??n ?ut, ??rh??? ??u can ?uit ??ur ?ld j?b ?nd w?rk f?r yourself.Wh? knows, m??b? ?n? d?? ??u will b???m? th? b??? and have th? opportunity t? ??? wh?t it’? lik? to h?v? ??ur ?ub?rdin?t?? ??m?l?in ?b?ut ??u and your management ?t?l?.10. Be th? B??? (?ut yourself in ??ur b???? ?h???)Sitting in ??ur ?ubi?l?, it’? ???? t? sing the me, m?, m? ??ng, and ?t?w in wh?t ??u ?r? and ?r? not getting, who’s g?tting more, etc. But th?t’? n?t g?ing to g?t ??u ?n?wh?r? with the b???.B?f?r? you ???r???h your b???, tr? to think about wh?t h? ?r ?h? i? g?ing thr?ugh is it budg?t tim?? Did ?h? just have to lay off 20 ????l?? Is she g?tting pressure to improve th? numb?r? fr?m h?r boss?S? ?ft?n, ????l? consider thing? at w?rk ?nl? fr?m their ?wn ??r????tiv?, with?ut thinking ?b?ut wh?t makes the most sense for th? ?rg?niz?ti?n.If you become kn?wn as ??m??n? wh? d???n’t l?t ??u ?wn ?g?nd? bias ??u wh?n ??n?id?ring thing? (wh?th?r it’? a n?w id?? or a n?w hire), ??u’ll build a hug? amount of tru?t with ??ur b??? â€" wh? w?n’t h?v? t? wonder wh?th?r the input you giv? h?r i? ??lf-??rving or not.“Y?u ju?t need to ?ut ??ur??lf in ??m??n? ?l??? shoes ?nd th?n see h?w th?? f??l ?nd th?n ??u will und?r?t?nd wh? th?? are reacting or why they ?r? behaving th? w?? th?t they are behaving. W? n??d to be f?ir”. Navid Negahban Y?u ??n ??ll it t?king th? emotional t?m??r?tur? of th? b??? Think about wh?t ti?k? him ?r her ?ff. What ?l????? him ?r h?r. Do you kn?w wh?n th? b??t tim? t? ???r???h him or h?r i ?? Is he ?r ?h? a b??r b?f?r? hi? morning coffee? Or, is he ?r?nk? ?ft?r a board meeting?!”Timing is ?v?r?thing, a ?im?l? inquiry r?g?rding, say, your int?r??t in working from h?m? one d?? a w??k shouldnt be d?liv?r?d ?n a Frid?? ?v?ning ?t th? ?nd ?f th? ?u?rt?r it? ?lm??t a gu?r?nt?? th?t ??ur boss will be ?tr????d.Th?t’ll d? m?r? d?m?g? than g??d.H?w?v?r, if you w?r? t? tim? ??ur in?uir? t? wh?n ??u kn?w ??ur b??? will b? m??t receptive (m??b? thats ?n W?dn??d??? ?ft?r th? lun?h hour), ??ull probably have m?r? ?u?????.If ??ur b??? i? a lin??r thinker ?nd ??u’r? more ?f a right-brain t???, you might find th?r?’? a disconnect b?tw??n ??u. For instance, while ??u might gr?vit?t? t?w?rd big id???, your b??? might n??d t? ??? th? h?rd numb?r? ?nd r??ult? t? understand your perspective.Pay attention t? wh?t your b??? t?nd? t? z?r? in ?n, ?nd adjust ??ur f??u? t? fit in with th??? ?ri?riti??. “Watch ?nd li?t?n t? th? kinds of thing? that ?r? im??rt?nt t? th?t ??r??n,” Merri ll says. “D?n’t ?h?ng? wh?t ??u ???, because th?t’? n?t int?grit?, but say it in a w?? th?t w?uld b? meaningful.”WHY D??? TRU?T M?TT?R AND WH?T ?R? THE B?N?FIT? OF A TRU?TING WORKPLACE?“When ??u’r? surrounded b? ????l? who share a ????i?n?t? ??mmitm?nt ?r?und a common ?ur????, ?n?thing is ????ibl?”. Howard Schultz M?n?g?r? are often in a bind when it comes to th?ir w?rk l??d; if th?? d?nt d?l?g?t? to th?ir ?t?ff, things w?nt g?t d?n? on tim?.But if th?? turn a t??k ?v?r t? an ?m?l???? who ??nt b? trusted, th? r??ult?nt f?ilur? will reflect ?n them. S? m?n?g?r? ?r? ?lw??? d????r?t?l? looking for ?m?l????? ?n whi?h th?? can r?l?.A trustworthy employee i? more likely t? be r?t?in?d wh?n ?th?r? ?r? l?t go, and a r??ut?ti?n for r?li?bilit? i? w?rth a f?rtun? wh?n ??ur? in th? running f?r a ?r?m?ti?n.When ??ur? l??king for a new job, ?r?????tiv? employees will ??rt?inl? ??k ??ur r?f?r?n??? ?b?ut your tru?tw?rthin???. H?r? ?r? ??m? points t? ??n?id?r:Tru?t i? g??d f?r morale ?nd motivation: The fir?t sure w?? to m?tiv?t? ?nd in??ir? ??ur employees i? t? d?m?n?tr?t? that you h?v? faith in their ?biliti?? t? g?t the job d?n?. Y?u ??n d? thi? b? assigning them m?r? responsibilities ?nd giving them the ?h?n?? to ri?? t? th? challenge. Doing so shows th?t you trust th?m, whi?h has a way ?f m?tiv?ting ????l? t? k??? doing th?ir b??t. Micromanaging ??ur employees ?nd hovering over their shoulders ?t every ?t?? i? ??unt?r?r?du?tiv? because it makes th?m nervous. If your ?m?l????? ?r? t?? afraid t? try new thing?, they won’t b? giving ??u th?ir b??t. Giv? th?m greater ?ut?n?m? ?nd r????n?ibilit? and th?? will rise to th? ?????i?n.“Trust i? th? highest f?rm ?f hum?n m?tiv?ti?n. It bring? ?ut th? very best in ????l?”. Stephen R. Covey Tru?t build? teamwork ?nd collaboration: C?ll?b?r?ti?n ?nd t??mw?rk r??uir? a mix ?f int?r??r??n?l, problem ??lving, and ??mmuni??ti?n ?kill? n??d?d f?r a gr?u? t? work t?g?th?r t?w?rd? a ??mm?n g??l. Y?u might h?v? learned ? b?ut this much-needed mix ?f ?kill? while w?rking ?? ??rt ?f a research team ?r ?? ?n executive officer ?f a ??m?u? ?rg?niz?ti?n; ??u might also have w?rk?d with ?th?r? in writing and ?ubli?hing a journal ?rti?l?. H?w?v?r, th??? ?kill? b???m? even more important when ??u w?rk with ?th?r? ?n a l?ng-t?rm, ?u?t?in?d basis and ??u can ?nl? do th?t wh?n ??u tru?t each ?th?r.Tru?t produces increased ????d, im?r?v?d efficiency ?nd h?n??, d??r????? ???t?: Str?ng employment relations ?nd tru?t b?tw??n ??u and your boss ?r??t?? a pleasant ?tm???h?r? within the work ?nvir?nm?nt; it in?r????? ??ur m?tiv?ti?n ?nd can ?l?? l??d t? im?r?v?d employee morale. Tru?t ?l?? reduce th? tim? to m?k? and di??u?? key i??u?? as ???h individu?l trusts in th? judgm?nt ?nd ?x??rti?? as h?? been ?h?wn in ??ur ?r?vi?u? ???ignm?nt?Trust ?m??w?r? ?thi??l d??i?i?n-m?king: An ?m?l???? will tru?t a l??d?r if the l??d?r i? tru?tw?rth? ?nd if th? l??d?r displays ?h?r??t?ri?ti?? ?f tru?tw?rthin??? ?u?h ?? honesty, kindn? ??, g?n?r??it? and ?????t?n?? (Zeffane, 2010). An ?m?l???? will also tru?t ?n ?m?l???? if h?/?h? shows the ??m? ?h?r??t?ri?ti??. Wh?n the f??ling ?f tru?t goes b?th ways, th? ?m?l???r i? ?m??w?r?d t? make ethical d??i?i?n?, favoring ?ll ??rti??.Tru?t in?r????? loyalty: D? not und?r??tim?t? wh?t trust ??n d? for ??ur bu?in???/??m??n? -?????i?ll? wh?n 83% of ?u?t?m?r? say th?? w?uld happily r???mm?nd a bu?in??? to ?th?r? if they tru?t?d it. While tru?t h?l?? g?n?r?t? ???itiv? word-of-mouth, it also ?r??t?? customer loyalty, whi?h can help ??ur bu?in??? grow immensely ?? returning ?u?t?m?r? ???nd ???r?xim?t?l? 31% more than new customers. Cu?t?m?r tru?t and loyalty g? hand in h?nd ?nd are both ?ru?i?l f??t?r? in a bu?in????? l?ng term success.Trust d??r????? ?tr??? l?v?l? and hostility in th? w?rk ?nvir?nm?nt: Trusts in the w?rk?l??? h?? b??n kn?wn to h?l? ?m?l???r? ?nd ?m?l????? manage ?tr???.WHAT H????N? WH?N TH?R?’? A LACK ?F TRU?T ?T YOUR W?RK?L????Wh?n a t??m ?f ?m?l????? work t ?g?th?r, th?? can ??hi?v? g??l? which might look unattainable if the ?m?l???? w?rk? alone.But, ??m?tim?? there is a lack ?f tru?t amongst th? ?m?l????? ?nd ?? a result th? ??m??n? has t? ?uff?r. Th? ??n???u?n??? can b? in the f?ll?wing ways;Lower Productivity, Limit?d Growth: wh?n ?m?l????? don’t tru?t ???h ?th?r, th?? try to w?rk on th?ir ?wn way. In ?u?h a ?itu?ti?n, th? ?r?du?tivit? of the ?m?l???? ?nd th? t??m ?? a whole d??lin?? ?nd this ultim?t?l? ?ff??t? th? gr?wth ?f th? ?rg?niz?ti?n.The Work L??d In?r?????: When ?m?l????? tru?t each other, th?? ?h?r? their w?rk l??d and ?v?n help each ?th?r in times ?f need. But, wh?n th?r? i? n? tru?t th?? have t? d? their ?wn work ?nd this way th?ir work load i? n?t divid?d.In?r????d Running Cost: Ev?r? ?rg?niz?ti?n tri?? t? ?ut down the cost ?f ?r?du?ti?n, but wh?n employees d?n’t work ?? a t??m ?nd help each ?th?r, the t?t?l running cost ri??? and b?n?fit? ?r? n?ith?r availed t? th? ?m?l????? nor th? ?u?t?m?r.Competitors May Win: Si n?? th?r? i? a l??k ?f tru?t, th? competitors will definitely try t? take advantage ?f thi? ?itu?ti?n. In ?u?h ?????, th? competitors m?? ?v?n brib? the employees ?f th? company ?nd ???k im??rt?nt inf?rm?ti?n from th?m.L??k of Und?r?t?nding Leading to Poor W?rk ?l?n: Wh?n no trust exist amongst th? ?m?l????? ?nd th? ?m?l???r, th?n it b???m?? very diffi?ult for the ?m?l???r to d?l?g?t? t??k? to his employees. Th? employer might fear t? b? called ?ut o the grounds of mi?u?? of ?uth?rit? whi?h i? it doesn’t go ?? w?ll, hi? job ???iti?n might b? threatened.N?w Ideas Will N?t Be W?l??m?d: If th? ?m?l???r d??? n?t tru?t hi? ?m?l????? th?n h? will hesitate to intr?du?? new id??? in th? ??m??n? ?nd th? company will ??ntinu? t? w?rk ?n the ??m? old pattern.CONCLUSIONWhile it? gr??t to be ??n?id?r?d a tru?tw?rth? ?m?l????, building that reputation isnt ?lw??? fun.E?rning tru?t often m??n? r?v??ling inf?rm?ti?n ?b?ut ??ur ??rf?rm?n?? ??ud r?th?r n?t h?v? kn?wn information your ??ll??gu?? m? ? be tempted t? u?? ?g?in?t ??u.T? r?t?in trust, ??u n??d to complete th? tasks ??uv? ??mmitt?d t?, wh?n ??uv? ??mmitt?d to get th?m d?n?, ?nd that ??mmitm?nt ??n mean l?ng h?ur? wh?n youd rather be doing ??m?thing else.In some ?rg?niz?ti?n?, reliable employees ?r? rewarded with m?r? ?nd m?r? w?rk ?nd m?? b???m? unfairly ?v?rburd?n?d ??m??r?d t? th?ir less-trustworthy colleagues.Regardless, ?v?r? ?m?l???? yarns f?r j?b ??ti?f??ti?n or ??r??r fulfillm?nt in whatever firm ?r ?rg?niz?ti?n th?? find themselves, and having ??ur b??? to trust ??u giv?? ??u that ??ti?f??ti?n; it i? a ?t?? t? better days in ??ur career.Str?ng communication and tru?t can m?k? a world of diff?r?n?? ?n the stress l?v?l ?f b?th ??ur??lf ?nd ??ur ?u??rvi??r.Y?u ju?t h?v? t? l??k at th? bigger picture, ?v?n if ??u decide to leave th? firm ?v?ntu?ll?, ??u w?uld ?lw??? b? remembered, and it g??? with?ut disputing th? f??t that, your b??? w?uld recommend ??u for bigger position, b?th in ??ur ?urr?nt workplace or in a diff?r?nt work ?nvir?nm?nt.“When people h?n?r ???h ?th?r, there i? a trust ??t?bli?h?d th?t l??d? t? ??n?rg?, int?rd???nd?n??, and deep r?????t. Both ??rti?? make d??i?i?n? and ?h?i??? b???d on what i? right, wh?t i? b??t, what is valued m??t highl?”. Blaine Lee

Gay Marriage Is The Same Way - 1389 Words

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Panera Bread Case Analysis Free Essays

Panera Bread Company is a leader in the easy casual restaurant industry with multiple cafà ©-bakeries located in 36 states, of the United States. Panera operates under the banner of Panera and Saint Louis Bread Company. Almost 400 of its 1,027 bakeries are company-operated and the remainders are franchisees. We will write a custom essay sample on Panera Bread Case Analysis or any similar topic only for you Order Now Panera Bread’s core competencies are in their market niche, offering a premium specialty bakery and cafà © experience to suburban and urban residents. Penera’s focus is offering their customers with better than their rivals, making the dining experience so attractive to their customers will pass up their competitors in outlets of other easy casual restaurants to dine at the nearest Panera Bread A strategic issues is substitutes and threats of substitutes in Penear Bread Company’s distinctive competencies, their menu. Penera’s menu is being substituted by new rivals. New restaurant chains, in fast-casual and other categories are becoming more competitively fierce and are drawing customers by imitating Panera’s menus at a lower cost. To address this strategic issue, I recommend Panera to employ an offensive strategy to increase sales during prime times such as lunch and dinner, continue to be more innovative by implementing in-depth surveys to customers, employees, via text messages, e-mails, etc., and execute a plan for managers to manage by walking around (MBWA) communicating and listening to employees and customers. Example, this technique has worked successfully for companies like Wal-Mart who have been very successful in using the (MBWA) strategy. This will draw and boost their customer base giving them a sustainable competitive advantage. How to cite Panera Bread Case Analysis, Essay examples

teen pregnancy Essays (645 words) - Midwifery, Teenage Pregnancy

The Prevention Of Teenage Pregnancy Approximately every two minutes, a teenage girl in the United States gives birth (Guernsey 6). While this fact may be sad and startling to most people, it is in deed the truth. Over the past few decades, the problem of teen pregnancy has grown considerably in this country. It has been receiving a great deal of public and official attention recently, including expressions of concern from President Clinton and New Jersey?s Governor Whitman (Schurmann 7). However, the most extensive dilemma regarding the issue of adolescent pregnancy is the incredibly important question of prevention. Preventing teen pregnancy includes such problems as the availability of birth control, sexual education among children and adolescents, and a greater sense of support for pregnant teens. However, before society can begin to successfully prevent pregnancies among teenage girls, the underlying causes and facts about the dilemma must first be exposed. While eighty-five percent of the teenage girls who become pregnant every year do not plan their pregnancies, an alarming fifteen percent of these pregnancies are in fact intentional (Bell 107). Some girls are under the false pretenses that having a baby will provide them with a certain amount of love that is currently missing in their lives. Many also believe that with this new life they have helped create will come a renewed sense of hope (107). These incentives reflect emotional problems that will not be solved by becoming pregnant, but will only get worse. In addition, a considerable amount of girls become pregnant as a secret plan to hold on to their boyfriends (Guernsey 37). They assume that by giving birth to their boyfriends? babies, he will stick around longer and the relationship will improve as a result. However, the reality is that if a relationship is not strong enough to survive on its own, the presence of a baby will simply make it much more difficult. There are several myths surrounding teen and adolescent pregnancy. Some of these myths are misunderstandings that many teenagers have, regarding sexual activity and pregnancy. A common deception among teens is that it is impossible to impregnate someone, or become pregnant the first time they have sex. Not only is this extremely false, it just so happens that approximately one out of twenty girls becomes pregnant the first time she has sex, and as many as ninety percent of all pregnancies occur within the first year of sexual activity (Guernsey 19-20). Another common myth among teenagers is that you cannot get pregnant if you have intercourse while standing up and that pregnancy cannot occur unless the girl is over sixteen years old (Jakobson 32). There are also myths that the adult world perpetuates regarding teens and teen pregnancy. Some of the more common ones are that most pregnant teens are ?bad girls?, and that many teens who have children together wind up getting married to one another. The reality is that teen and adolescent pregnancy is an issue that concerns and involves all types of girls from all races and incomes (?Preventing? 3). Regarding the marriage of teen parents, only ten percent of teen parents marry, and the majority of the time the marriages do not work out. Before the problem of teen pregnancy is attacked, it is important for both teens and adults to have a better understanding of exactly what the issues are, and to acknowledge the extreme differences between the lies and the facts. A common misconception about the prevention of teen pregnancy is that the increase of contraception availability will result in an increase of pregnancies. Forty-five percent of people interviewed said that they believed that if schools were to begin dispensing birth control products, ?it [would] make teenagers more likely to engage in sexual activities? (Newsweek 56). This ties in very closely with the ever-growing debate of legal abortions.

9 top jobs to pursue if youre bilingual

9 top jobs to pursue if youre bilingual Having another language under your belt can be a huge career asset in today’s crowded market. People on two sides of a language divide will rely on you  to effectively and fluently convey information back and forth. If you’re bilingual (or looking to add another language to your skillset), read on to learn about the best jobs for people with this valuable skill. 1. Translator/InterpreterThis is sort of a no brainer, but it’s a much-needed and thriving career. Whether your skills are best written or verbal, a wide variety of institutions and organizations need people who speak different languages available- think hospitals, conference centers, educational institutions, courts, immigration facilities†¦ the list goes on and on.2. Emergency ServicesWhen people call for an emergency, they need to be heard and understood without delay. If someone calls with limited English skills and you are able to help them in their native tongue, you’ll save the say fo r everyone involved. Consider joining fire or police departments or becoming an EMT.3. Human ResourcesMost companies are looking to improve workplace diversity, so bringing foreign workers onto the payroll is key. An HR department that can communicate with new hires? A no brainer.  Human resources specialists recruit, interview, and place workers.4. Customer ServiceWhy deal with irate calls in only one language? Or better yet: why not help companies grow their customer base by helping to field queries and complaints in not one, but two languages! Multilingual call centers are already a norm, so they’re always on the lookout for multi- or bilingual applicants with cultural sensitivity and stellar people skills.5. Social/Community WorkHelp people in their own communities and in their own languages. Americans come from so many diverse backgrounds that it’s often a huge plus to be able to help someone in their native tongue- whether you’re a social worker or a dis aster relief worker, etc.6. Bank TellerBanks can be intimidating and confusing places on a good day. Now imagine no one speaking your language. Be a hero and help people through transactions in their first language.7. Immigration SpecialistChances are, if you’re working to help people acquire legal status in the United States for the first time, they might not be totally fluent in English right off the bat. Help them through the trying process in their own language.8. Flight AttendantSet yourself apart from the other candidates by boasting that you can communicate with customers on board in more than one language. Having another language in your pocket (or multiple languages!) increases the safety and understanding of everyone on the plane, and can make a flight more comfortable for someone whose English isn’t great.9. TeacherAs this list has shown, knowing another language other than English makes you hirable in a variety of fields. Why not help the next generation of workers be able to communicate fluently in another language? You’ll get to pass on your passion to a group of kids and ensure that they will be armed with a valuable skill that will enhance their personal and professional lives.

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Christianity Coursework Example | Topics and Well Written Essays - 1000 words - 1

Christianity - Coursework Example Paul met Peter and James, a brother of Jesus. Paul was not acquainted with the other apostles. The main differences in Paul's ideas were the following: he did not mention anything about Miracles, Parables, Birth, Mary and Joseph, the Lord's Prayer, etc. Paul did not draw parallels between relations of a man to God's son. Graham Stanton, Professor of New Testament Studies in the University of London, explains Paul's failure as a failure of Jesus' teachings misinterpretation. He says: "Paul's failure to refer more frequently to the actions and teaching of Jesus is 'baffling'" (â€Å"What did Paul know about Jesus?† n.d.) 2.Explain the schism between the Roman Catholic and Eastern Orthodox churches. Eastern Orthodox Catholics and Roman Catholics have experienced a serious split which is known as the East-West Schism (or Great Schism) of 1054. Pope Leo III crowned Charlemagne, King of the Franks, as Holy Roman Emperor in 800. The Byzantine Empire was undermined in this case. Barba rian invasions intimidated destruction of the Empire. The Eastern Church became the Greek Orthodox Church and it created different types of ties with Rome and the Roman Catholic Church (â€Å"The split,† n.d.). ... 3.What issues did each of the Protestant Reformers (Luther, Calvin, the English Reformers) have with the Roman Catholic Church? Be specific. Martin Luther proclaimed his 95 propositions against the teachings of the Roman Catholic Church and he denied this false teaching. Luther undermined a strong position of the Pope. The Protestant Reformation began and there was a need to reform and return biblical doctrines. Luther initiated four major divisions of Protestantism such as Lutheran, Reformed, Anabaptist, and Anglican. Godly men in different countries had a perfect opportunity to restore churches and find out there some biblical roots (â€Å"What was the Protestant Reformation?† n.d.). John Calvin was another remarkable reformer and he participated in the Protestant Reformation. Calvin’s argument against his Catholic opponents was well-known all over the world. His movement and initiation to renovate biblical ideas and principles were the most important factors for furt her development of the Protestant movement. There are also representatives of the English Reformation, such as the English King Henry VIII, who separated from the English church and made a division between this church and the Roman Catholic Church. This split means another serious separation because the Roman Catholic Church was against English King Henry VIII’s marriage to another girl. 4.There is a wide variation in Christianity as it is currently practiced. Identify and explain at least three points of difference among Christian groups. There are many interesting modern subgroups in Christianity. The Amish are an American Protestant group that consists of 200,000 members who are rooted in the European Anabaptists originated from the USA and escaped

Buttled water Case Study Example | Topics and Well Written Essays - 500 words

Buttled water - Case Study Example The fact is that bottled water is operating in a very harmful market environment. This is especially true because the people who would be its primary consumers, such as health conscious people, also tend to be most acutely aware of the supposed problems of sustainability associated with bottled water. Many bottled water brands have good public images and popularity, but the fact remains that bottled water is an expensive commodity that people can easily get for free by buying home filtration units and a permanent bottle, such as aluminum ones that are becoming so popular. I would recommend that bottled water companies continue to support their primary product while simultaneously diversifying in order to be able to escape if the market continues to be more and more hostile to their product. Luckily, diversifying is somewhat easy. A bottled water company could make and market home filtration units with permanent bottles, building off of their brand popularity, and then marketing their traditional bottled water as an emergency or convenience item. They could also begin adding additives to their water, such as vitamins, minerals and nutrients, in order to make their product differentiated from what people could get at home. Bottled water, as an industry, may be on the decline, and i f that is the case companies need to prepare for the

My Fifth Year Of Highschool :: essays research papers

With dim lights hanging over green felt-covered tables on one side of the room and loud, blinking arcade games on the other, and music blaring from a jukebox, there was no way I was ever going to leave the university. Only a dollar twenty-five to play pool here for an hour! And when it wasn’t my turn, I could go and play pinball! Every day, hundreds of students hung around the arcade, shouting, laughing and looking to challenge someone to a game of pool or a shot at beating you on an arcade game. Yes, I came away from there many times with a bigger ego. I never left after being defeated-you just had to find someone else and beat him or her. I lost a lot of money in that gloomy basement amidst the cracking of pool balls and the beeping of video games. But I took something out of it too. In a way, all the money I lost was paying for what I know now: an arcade should not substitute for college, even if the arcade is in the basement of the student union. As a freshman at the University of Arizona, I at first found myself awed by the power of college: The flocks of people-students and professors alike-mingling on the mall, in the buildings, and in the Student Union. And in the early weeks of my first semester, I quickly found my favorite place on campus: the arcade. Billiards, table tennis, video games, and music. All the trademarks of a college student’s recreation area. It was in these first few weeks that my impression was made about the university. When friends or relatives would ask me questions such as â€Å"How’s college?† or â€Å"What’s school like?† I would tell them what I really thought. I would say, â€Å"It’s like high school, but with a lot more people, a bigger campus, and a lot of time in between your classes.† And that is the plain truth. My class work did not offer much of a challenge-it was more or less the same stuff I’d been seeing for years. The professors weren’t that big of a deal-they were much like high school teachers, but you got to call them by their first name. And the number one best thing about going to college? I didn’t always have to go! That’s right: attendance in some of my classes wasn’t even mandatory.

Example of a Letter Written to Christopher (the Curious Incident of the Dog in the Night Time) on How to Interact with Others

How to Chat Dear Christopher, Thank you for your question on how to chat. I am your agony aunt, and my name is Skye, and I am writing to you to answer your question which was; how do I chat? Firstly, you must always try to be kind to the person that you want to chat with. You must never try to make them upset or hurt them, even if they are being mean to you. Sometimes it can be hard to understand what somebody is really saying because they might be using a metaphor or sarcasm or an expression which you don’t understand.If you don’t understand them, then you must ask them to; â€Å"please repeat what you have just said, because I didn’t understand you†. If they repeat their comment and you still don’t understand them, you must ask them to; â€Å"please rephrase what you have said, I didn’t understand you and this is because I struggle to understand certain things like metaphors and faces which have more than one meaning. † When you have a conversation with someone or try to do chatting, you must ask them questions such as: 1.How are you? 2. What is your favourite colour? 3. Do you have any pets? 4. What hobbies do you like? 5. Do you like the Apollo space missions? This is called ‘finding common ground’ and this means finding things that both of you like or dislike. I f they like things that you also like, then you can tell them that you also like that thing and tell them all the things that you know about that topic, and then ask them what they know about it.When they are talking, you must listen to them and not interrupt or talk over them because they might think that this is rude and this might upset them. If they interrupt you or talk over you, you must ask them to; â€Å"please listen to what I am saying because I think that you might like it. † If they carry on talking over you or interrupting you then you must tell them; â€Å"Please stop interrupting me because I am talking and interru pting is rude and I did not interrupt you so please could you do the same for me because this is common courtesy. If they carry on interrupting you then you can walk away and go play with your rat Toby or do some maths. If someone is mean or makes you upset when you are trying to do chatting with them then you must ask them to stop because they are upsetting you and if they carry on then you must count to 50, than go tell Siobhan or your Father or another member of staff that this person is making you upset. Remember that you must never hurt anyone, even if they hurt you first because this is called retaliation and retaliation is bad.You must tell Siobhan or Father or another teacher what they have done. Lastly, you mentioned in your letter to me that you go to a special school and have someone called Siobhan who you work with and who helps you, so you can ask Siobhan to help you to practice doing chatting and she will. Thank you for your letter, if you have any other questions plea se ask me them and I will answer them. Your agony aunt, Mary

Organizational Culture and Performance †Evidence from the...

Blackwell Science, LtdOxford, UKFSTFood Service Technology1471-5732Blackwell Publishing Ltd, 20055†¢Ã¢â‚¬ ¢2334Original ArticleCulture and performanceT. Øgaard, S. Larsen E. Marnburg Peer review Organizational culture and performance – evidence from the fast food restaurant industry Torvald Øgaard,* Svein Larsen*†  and Einar Marnburg* *The Norwegian School of Hotel Management, Stavanger University, Stavanger, Norway; † Department of Psychosocial Science, University of Bergen, Bergen, Norway Abstract Correspondence: Torvald Øgaard, The Norwegian School of Hotel Management, Stavanger University, N-4036 Stavanger, Norway. Tel: +47 51 83 15 97; Fax: +47 51 83 37 08; E-mail: torvald.ogaard@nhs.his.no Keywords: hospitality industry,†¦show more content†¦2005 Food Service Technology, 5, pp. 23–34 23 24 Culture and performance T. Øgaard, S. Larsen E. Marnburg to allow for decentralization and empowerment, where the individual branch manager’s expected behaviour becomes so complicated that simple governance by rules is unfeasible. In this case, individual behaviour is more regulated by individual competence, and individual and shared values (Ouchi 1980; Dolan Garcia 2002) than by rules. Organizational culture may be deï ¬ ned as an interdependent set of shared values and ways of behaving that are common to the organization and tend to perpetuate themselves (Kotter Heskett 1992). Organizational culture has been assumed to have important implications, not only for the individual’s affective reactions to organizational life, but also for the organizational performance (Kotter Heskett 1992; Harris Mossholder 1996; Dwyer et al. 2000; Kemp Dwyer 2001; Dolan Garcia 2002; Tepeci Bartlett 2002). Chan et al. (2004) have suggested that organizational culture can be a valuable resource for companies, especially for service indus tries. In spite of the obvious call for knowledge about organizational culture and performance in the restaurant and hospitality industry, relatively little research has been conducted so far. Studies to date have mainly been in-depth case studies (e.g. Dwyer et al. 2000; Kemp Dwyer 2001), which produce valuable insights but offerShow MoreRelatedCase Study : Mcdonald s Company4951 Words   |  20 PagesName: Instructor: Course: Date: McDonald case study Introduction McDonalds was first incorporated in the year 1955 in USA with a single restaurant. Currently, McDonald has transformed to be the biggest and the fastest growing in the industry of fast food services (Employee handbook, 18). The corporation sales are now at a staggering $30 billion an year contributed by the 21,000 stores that are located across 101 different nations around the world. 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