Unexpected Places To Find Jobs

Startling Places To Find Jobs You’re hands on search, so you’ve been hitting up your system and experiencing on the web work postings. Be that as it may, you won’t have depleted every one of your alternatives except if you’ve had a go at following these 7 extra leads. Look at the accompanying 7 surprising spots to secure your positions. 1. Your previous bossProvided you separated agreeably and you accomplished great work for them, it’s really a keen move to find all your old managers to perceive what they need to state. (In the event that you severed a tie, it may even merit attempting to fix it back up now that you’ve both chilled and you’ve developed?) Maybe they won’t have a vocation for you, yet they might just have a lead. Also, they may even be eager to place in a decent word.2. Previous coworkersif you haven’t as of now added all your previous colleagues to your system, now’s a decent chance to fix that. Interface with anybody you worked with legitimately, in addition to anybody in different offices or divisions with whom you may have had contact. In the event that you don’t realize where to discover them, attempt LinkedIn. They may have the option to get you out-and you could help them later on too.3. Organizations that didn’t employ youWait, what? No truly. In the event that you had an extremely positive meeting process some place and didn’t eventually wind up landing the position, however were advised to stay in contact or even only that it was an extremely intense call and you shouldn’t be debilitated by not landing the position connect now! They’ll welcome the activity. Furthermore, regardless of whether they don’t have any openings, they may be eager to point you in the privilege direction.4. YouTubeThis is less to discover a lead and more to get yourself out there so the leads will come to you! Make a video variant of your resume and post it to YouTube-or show an esp ecially master expertise of yours. Ensure it’s of the highest caliber and overly proficient before putting it online.5. NewspapersIt’s somewhat antiquated, yet a few organizations do place postings in the paper and not many employment searchers despite everything search for them there. It’s consistently worth a shot. And keeping in mind that you’re at it, make a point to keep up on all the most recent news and business patterns pertinent to your field. At the point when you do discover a lead, you’ll be in a vastly improved situation to find the activity if you’re satisfactory on what’s going on in your industry and in the world.6. Graduated class networksNo matter where you went to class, on the off chance that you have a graduated class association you haven’t been exploiting, now’s an opportunity to change that. Go to graduated class bunch gatherings in your city. No one can tell who you’ll meet. What's more, r eward! You as of now share something for all intents and purpose as a discussion starter.7. A vocation coachYou’ll need to pay for this, however the advantages could far exceed the expense. Get a specialist in your field to help assess your qualification and execution and help steer you through the pursuit of employment process in your field.7 Unexpected Sources For Job Leads

Production Operation Assignment

Task 6: PRICING a) Computation of Economic Value of a contribution Mercedes Benz is propelling its extravagance SUV (called the CDL class) in a market ruled by Lexus GL. The CDL class utilizes diesel and acquires 25 miles for every gallon. The Lexus model, estimated at $48000, utilizes premium gasolene and gets 20 miles for every gallon. Both the models should be adjusted every year except the CDL being a diesel motor requires yearly help that is costlier by $100. The life of a diesel motor is commonly longer †consequently the lingering estimation of a multi year old CDL is evaluated to be $1600 higher than the Lexus. Expect (I) the normal expense of premium gasolene to be $3. 0 for each gallon (ii) the normal expense of diesel to be $3. 25 for every gallon (ii) the normal client travels 12000 miles for each year and (iii) there is no time markdown. What ought to be the cost of the CDL with the end goal that the monetary estimation of Benz CDL over Lexus GL (during a multi year use skyline by a client) is totally appropriated by Mercedes Benz? The financial estimation of CDL: Price of substitute=48000 Cost saving=(12000/20*3-12000/25*3. 25-100)=140 Revenue enhancing=residual value=1600+residual estimation of GL Use horizon=10 EV of CDL=48000+140*10+1600+residual estimation of GL=51000+residual estimation of GL The financial estimation of GL: Price of substitute=XCost saving=(12000/25*3. 25-12000/20*3+100)=-140 Revenue enhancing=residual value=residual estimation of GL Use horizon=10 EV of GL=X+(- 140)*10+ leftover estimation of GL=X-1400+residual estimation of GL To make (51000+residual worth) equivalent (X-1400+residual estimation of GL) X ought to be 52400 So the cost of CDL ought to be lower than 52400 dollars to such an extent that the EV of CDL is higher than GL. b) Breakeven Analysis Nokia has chosen to produce an extraordinary release cellphone called HiRide for the high schooler advertise one year from now that will be sold with Sprint’s rem ote help. For this telephone, Nokia’s variable assembling cost is $35 per phone.Fixed fabricating costs add up to $20 million and promoting costs are normal at $6 million. Nokia will sell HiRide to retailers and pay its own sales reps a commission of $8 per telephone offered to the retailers. The retail value (I. e. , cost paid by the end client) of the item is $120 and retail edge ordinarily normal about 10%. (I) What is the cost at which Nokia offers to retailers? Expect that the cost is X, in this manner: X*(1+10%)=120 X=$109 (ii) What is Nokia’s commitment per unit deals for HiRide? Commitment per unit= P-VC=109-(35+8)=$66 (iii) What is Nokia’s breakeven volume?BE volume=FC/commitment per unit=? (20000000+6000000)/66=393939. 4? 393940 (iv) Nokia’s genuine deals in Year 1 ended up being 375000 units. Since the item didn't earn back the original investment, Nokia’s item director chose to decrease the commission offered to its sales reps in Year 2 . Given the business volume, cost, and other fixed expenses continue as before as in Year 1, what amount ought to be the new commission so that HiRide makes back the initial investment in Year 2? Accept that it is X, hence: The new commitment per unit would be 109-(35+X), which rises to 74-X BE volume =375000=FC/new commitment per unit=26000000/(74-X) So X =4. 76$

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

How Biophysical Principles Can Be Applied For An Eight...

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Internal Combustion Engine and no Diversion Required Free Essays

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It must be noted that the minima shown hereunder are for despatch release purposes only and in the event of an actual diversion, the applicable landing minima for that airport will be the controlling factor. Further, these minimas are for precision/non precision approaches at the respective airports. In the event ILS is not available, the despatch ETOP minima for that airport should be determined as per FAA Advisory circular AC 120 – 42A dated 30. 12. 1988 which lays down the following criteria. 1. Airports with 2 or more ILS on separate runways: Ceiling of 400ft and visibility of 1600m or Ceiling of 200ft and visibility of 800m above the authorised ILS landing minima; HIGHER. 2. Airports with ILS on single runway: Ceiling of 600ft and visibility of 3200m or Ceiling of 400ft and visibility of 1600m above the authorised ILS landing minima;HIGHER. . 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BLOWER FAN, EXTRACT FAN, OVBD VALVE, INBD VALVE. 4. AUTO FLIGHT SYSTEM. PITCH TRIM : FOR ER, #2 MAYBE INOPERATIVE. BUT BOTH OPERATIVE FROM BASE. AUTO PILOT 1 : AUTO PILOT OFF WARNING MESSAGE. TCC AUTO THROTTLE ACTUATOR MAYBE INOPERATIVE. [FOR 1 FLIGHT TO AIRPORT WHERE REPAIRS CAN BE MADE] 5. ELECTRICAL. STANDBY GEN MUST BE OPERATIVE. DESPATCH ALLOWED FOR 1 FLIGHT TO AIRPORT WHERE REPAIRS CAN BE MADE. OR FOR ER MAY BE INOPERATIVE PROVIDED APU GENERATOR AVAILABLE AND OPERATES CONTINOUSLY WHEN IN ETOPS SECTOR [ BEYOND 60 MINUTES FROM AN ADEQUATE AIRPORT ] APU GEN EXCEPT FOR ER MAYBE INOP OR FOR ER OPERATIONS UPTO 120 MINUTES, APU GEN MAYBE U/S PROVIDED STANDBY GENERATOR IS OPERATIVE. 6. FIRE PROTECTION. BOTH FIRE LOOPS ON EACH ENGINE. 7. CRT. ALL CRT’s, ECAM SGU, FWC. ONLY IRS #2 CAN BE INOPERATIVE. IRS 1 IRS 3 MUST BE OPERATIVE. BOTH FMS. 8. PNEUMATIC. BOTH BLEED SYSTEMS, BLEED VALVES. 9. ENGINE IGNITION. CHECK MEL. 10. IMPORTANT FOR ETOPS STANDBY HORIZON, BOTH OIL QUANTITY, FUEL QUANTITY INDICATIONS, â€Å"DC ESS ON BATT† LIGHT, APU INDICATIONS ON ECAM, FUEL X – FEED, 2 HF, 2 VHF. ETOPS FUEL AND FLIGHT PLANNING EEP :ETOPS ENTRY POINT. THAT POINT ON ROUTE WHICH IS FURTHER THAN ONE HOUR FROM AN ADEQUATE AIRPORT. EXP :ETOPS EXIT POINT. THAT POINT ON ROUTE AT END OF ETOPS SEGMENT WHERE AN ADEQUATE AIRPORT IS AVAILABLE WITHIN ONE HOUR. ETP :EQUI – TIME POINT BETWEEN TWO SUITABLE DIVERSION ALTERNATES. CRITICAL FUEL SCENARIOS : IS FUEL REQUIRED ASSUMING A NORMAL FLIGHT AND 3 DIFFERENT FAILURE SCENARIOS AT CRITICAL POINT. THE 1 REQUIRING MOST FUEL IS ETOPS CRITICAL FUEL SCENARIO. THE THREE FAILURES ARE ( ENGINE FAIL. ( DE PRESSURISATION. ( ENGINE FAILURE AND DEPRESSURISATION. FUEL REQUIREMENT ? FUEL BURN OFF FROM CRITICAL POINT TO DIVERSION AIRPORT, DOWN TO 1500 FEET OVERHEAD. ASSUMING SIMULTANEOUS FAILURE OF ENGINE AND PRESSURISATION, IMMEDIATE DESCENT TO 10,000’ THEN CRUISE AT SINGLE ENGINE SPEED. ? 15 MINUTES HOLDING AT 1500’ AT GREEN DOT SPEED. ? ONE INSTRUMENT APPROACH, SECOND VISUAL APPROACH. 5% OF FUEL BURN OFF AS CONTINGENCY FUEL. ? 5% FUEL MILEAGE PENALTY OR A DEMONSTRATED PERFORMANCE FACTOR. ? EFFECT OF MEL – CDL. ? APU FUEL CONSUMPTION IF REQUIRED AS POWER SOURCE. ? WIND AND MET CONDITIONS CONSIDERED FOR CRUISE AT SINGLE ENGINE ALTITUDE THEN TO DESCEND AND LAND INCLUDING ICING CO NDITIONS, WING ANTI – ICE, NACELLE ANTI – ICE AND DRAG FROM ICE ON UNHEATED PORTIONS OF AIRCRAFT. ? ATC CONSTRAINTS. AIR INDIA ETOPS FLIGHT PLAN ETOPS ANALYSIS. CIRCULAR A310/99/RED-11. FOR THE CHOSEN SUITABLE PAIR OF AIRPORTS FOR THE FLIGHT, THE EARLIEST/LATEST TIME OF ARRIVAL IS GIVEN. EXAMPLEVOMM SUITABLE 2140Z/0139Z [EARLIEST BASED ON 2 ENGS, LATEST 1 ENG] WMKP SUITABLE 2335Z/0139Z THESE TIMES ARE BASED ON ONE HOUR BEFORE EARLIEST ARRIVAL TO ONE HOUR AFTER LATEST ARRIVAL. EARLIEST ARRIVAL TIME BASED ON TWO ENGINE OPERATIVE SPEED. LATEST ARRIVAL TIME BASED ON ONE ENGINE INOPERATIVE SPEED. THE CRITICAL FUEL CALCULATION IS BASED ON ABOVE CHOSEN PAIR OF SUITABLE ALTERNATES. FORMAT ? ETP LAT/LONG / DISTANCE FROM ORIGIN AIRPORT TO ETP / FLIGHT TIME FROM ORIGIN AIRPORT TO ETP / BURNOFF FROM ORIGIN AIRPORT TO ETP / ESTIMATED FUEL REMAINING OVER ETP. ? TIME FROM ETP TO ALTERNATE BASED ON ONE ENGINE FIXED TAS / TEMP AT FL100 AT ALTERNATE 1 / ETP / ALTERNATE 2 ? THEN FOLLOWS A SUMMARY OF GREAT CIRCLE DIST / MET DATA FROM ETP TO BOTH SUITABLE ALTERNATES. FUEL CALCULATION IS BASED ON LRC ALSO WEIGHT OVER ETP IS GIVEN. THE LAST PART CONTAINS THE CRITICAL FUEL CALCULATION REQUIRED TO DIVERT TO ALTERNATES FROM ETP. ? THE FIRST COLUMN ON THE LEFT SIDE GIVES THE MOST LIMITING FUEL REQUIRED FOLLOWED BY TIME FOR THE ENTIRE LINE. THE TOTAL OF THIS COLUMN WHICH GIVES YOU THE TOTAL C RITICAL DIVERSION FUEL. ? TOTAL CRITICAL DIVERSION FUEL PLUS FUEL FROM ORIGINAL AIRPORT TO ETP IS EQUAL TO TOTAL ETOPS REQUIRED FROM ORIGIN. ? THE NORMAL FLIGHT PLAN FUEL SHOULD BE HIGHER THAN THIS FUEL. ? NOTE TAXI FUEL IS NOT INCLUDED IN THE ABOVE CALCULATIONS. STANDBY GEN CHECK [DONE BY AME] / FUEL X – FEED CHECK FOR ETOPS. REFERENCES FOR ETOPS ? STANDING ORDERS PAGE 7 – 16 [ EXTRACTS ON NEXT PAGE ] ? FLIGHT DESPATCH MANUAL ? CIRCULARS A-310/1999/RED-118/4/99ETOPS FLIGHT PLANNING A-310/2001/RED-288/7/01ETOPS A-310 [IMPORTANT CIRCULAR – HAS ALL OUR ROUTES, ETOPS SEGMENTS AND ETOPS ALTERNATES] ? OPS/HQ/A-310/92-4 26/8/92 ? JEPESSEN – ETOPS WEATHER MINIMA STANDING ORDERS ON ETOPS ? NOTE – IN CASE OF ENGINE FAILURE OR SINGLE/MUTIPLE PRIMARY SYSTEM FAILURE IT IS A REQUIREMENT THAT PILOT DIVERT TO NEAREST ADEQUATE/SUITABLE AIRPORT. ? AS FAR AS POSSIBLE RETURN OR PROCEED TO AN ONLINE AIRPORT WITHIN THE STIPULATED RANGE OR LAND AT AN AIRPORT ON THE TRACK. ? IF MORE THAN ONE SUITABLE ALTERNATE AVAILABLE, CONSIDER AVAILABILITY OF ENGINEERING. ETOPS ENROUTE ALTERNATES. SECTOR |ALTERNATES | | | | |MAA – HKG – MAA |CHENNAI, BANGKOK, PHUKET | |BBG – SIN – BBG |CHENNAI, BANGKOK, PENANG, PHUKET, YANGOON | |SIN – DEL |PHUKET, CHENNAI, MUMBAI | |TRV – SIN – TRV |COLOMBO, PENANG, PHUKET, CHENNAI / KUALA LUMPUR, | | |CHENNAI / SINGAPORE | |BOM – SIN â₠¬â€œ BOM |CHENNAI, BANGKOK, PENANG, YANGOON, PHUKET | |MAA – KUL- MAA | | |MAA – SIN – MAA | | |BOM – DES – BOM |SALALAH / MOMBASA | |BOM – NBO – BOM |SALALAH / SEYCHELLES. MALE / SEYCHELLES | ———————– NO OBSTACLE (STANDARD STRATEGY) DESCEND WITH MCT/M0. 80/300 KTS ON REACHING S. E. ALT LRC 2. 16. 30 – Pg 7 TO 10 OBSTACLE PROBLEM (OBSTACLE STRATEGY) DRIFT DOWN WITH GREEN DOT SPD. MCT 2. 16. 30 1-2 AT D. D. ALT. IF OBSTL NOT CLD. MAINTAIN GREEN DOT/MCT, SEL HIGHER ALT TO CLR OBS. AND LVL CHG TO ACHIEVE ASC CRZ. IF OBS CLRD. FOR SUBSEQUENT CRZ USE LRC 2. 16. 30 – Pg. 7 TO 10 MINIMUM TIME DIVERSION (MIN TIME DIVERSION STRATEGY) FOR UN- EXTINGUISHED FIRE,SMOKE DESCEND AT MCT M0. 84/340 KTS RECOMMENDED – FL180 TO FL200 ON REACHING S. E. ALT. MAINTAIN MCT OR REQ THRUST FOR 340 KTS. 2. 16. 40 – Pg. 2 – 4 FL180 – FL200 | |PRECISION APPROACH |NON PRECISION APPROACH | |AIRPORT |CEILING ft |VISIBILITY mtrs CEILING ft |VISIBILITY mtrs | | | | | | | |ADEN |- |- |890 |3600 | |BANGKOK |400 |1600 |910 |4000 | |CHENNAI |650 |3200 |1250 |6000 | |CHIANG MAI |690 |3200 |1170 |5200 | |COLOMBO |630 |3200 |910 |3600 | |DANANG |690 |3200 |1070 |4800 | |DAR E SALAAM |600 |3200 |1070 |4800 | |DEN PASAR (Bali) |700 |3200 |860 |3600 | |DJIBOUTI |600 |3200 |900 |3800 | |HANOI |630 |3200 |1000 |4000 | |JAKARTA |420 |2000 |890 |4000 | |KARACHI |620 |3200 |790 |3200 | |KUALA LUMPUR |400 |1600 |940 |4000 | |KUNMING |680 |3200 |1200 |5200 | |LEARMONTH |- |- |900 |4900 | |MALE |730 |3200 |870 |3600 | |MOMBASA |600 |3200 |860 |3600 | |MUMBAI |* 610 |* 3200 1760 |6400 | | |# 900 |# 4400 | | | |MUSCAT |620 |3200 |960 |4000 | |NAIROBI |600 |3200 |1200 |6000 | |PENANG |690 |3200 |1550 |5600 | |PHUKET |- |- |1270 |5600 | |SALALAH |620 |3200 |830 |3600 | |SEYCHELLES |840 |4000 |1390 |6400 | |SINGAPORE |400 |1600 |970 |4000 | |YANGON |670 |3200 |900 |5 300 | |ETOP MINIMA FOR AIRPORTS WHICH CAN BE USED IN PLACE OF BOMBAY FOR GULF SECTORS [14 NOV 2002] | |AHMEDABAD |650 |3200 |950 |5200 | |CALICUT |1060 |5100 |1450 |6600 | |COCHIN |690 |3200 |1010 |4400 | |GOA |850 |3500 |990 |4800 | |TRIVANDRUM |650 |3200 |1170 |6000 | LAND ASAP DIVERSION SUMMARY FAIL ENGINE FIRE ENGINE OR APU SMOKE AVIONICS CARGO DUAL GENERATORS, HYDRAULIC How to cite Internal Combustion Engine and no Diversion Required, Papers

Endangered Species Study Jaguars Essay Example For Students

Endangered Species Study: Jaguars Essay Endangered Species Study: Jaguars Essay I. The jaguars of Central and South America have been being killed for game and protection.This cat used to have homes around the United States to Uruguay, but ever since the fears of extinction the jaguars have moved to the undeveloped rain forests in Latin America.Jaguars are being killed due to many people fearing for their own lives and many are also being killed to protect cattle. Jaguars do stalk and ambush their prey, however, they rarely ever attack man. One of the main reasons that jaguars are still living is that they can adapt to many habitats, from tropical rain forests and swampy areas to scrub lands and grasslands. II. Jaguars are part of the life cycle of many species. Killing jaguars for protection and furs are ruining other species that live in the same range as them. These cats are of no harm to human life, most deaths that jaguars have had a part in were to protect themselves from being killed. Many jaguars just disappear from the pressures of being killed. While the animal is trying to change habitats they have died. The rain forests that the jaguars inhabit are being torn down to open up lumbering, farming, livestock raising, and other activities carried out by humans. Killing a jaguar is taking away a life that is doing no harm to the eco-system. A jaguars way of living is much like that of a human, you dont see jaguars killing humans for their skin. III. Any endangered specie, including the jaguar, has many different alternatives in which the government or a national group would have to be involved. There are several organizations that help the breeding and life of many species. One way of breeding a specific species would be to freeze sperm and embryos so that scientists may breed more of the species when they are close to extinction. IV. I feel that the jaguar can be saved by forcing contractors to move their construction to a different place rather than a rain forest so that the jaguars may maintain their habitat. Scientists could also freeze sperm and embryos in order to keep the population of jaguars to a safe level. One last thing that I think should be outlawed ispoaching. Poaching is not right, these animals that are being killed have no right to be killed. Jaguars have done rarely anything to hurt mankind or any of mankinds environment. BIBLIOGRAPHY McClung, Robert M. Vanishing Wildlife of Latin America. New York: William and Morrow, 1981 Comptons NewMedia Encyclopedia Jaguar. Comptons NewMedia Inc. , 1992,1994 Social Issues .

The Triple E Senate Of Canada Essay Example For Students

The Triple E Senate Of Canada Essay The Triple E Senate of CanadaPublic interest in the Senate is currently stronger than it ever hasbeen.Nearly everyone agrees that our present Senate is unsatisfactory. Political parties such as the New Democratic Party want the outright abolitionof the Senate while others such as the Reform Party want to elect it.Since theSenate has not been considered an effective forum for regional representation-which was one of the reasons for its creation-many Canadians have wondered whatreforms would allow it to perform that role better.The objectives of Senatereform are based on one idea, that of enhancing the quality of regionalrepresentation of politicians within national political institutions.Throughthe implementation of a Triple E Senate (Equal, Effective, Elected), a federalprinciple can be constructed into the national government and therefore providea check on the majority in the House of Commons. We will write a custom essay on The Triple E Senate Of Canada specifically for you for only $16.38 $13.9/page Order now A major function of second chambers is legislative review. This meansthat bills coming from the other house are examined, revised and sometimesdelayed.Unless regional representation is included, the legislative reviewfunction does not examine the purpose of proposed legislation, but insteadattempts to improve it technically. In federal systems, the legislative reviewfunction of the Senate is only secondary to their role in providing forrepresentation for various parts of the country in the national legislature. Representation is selected in favour of the smaller regions, in contrast to thefirst chamber, where representation is always based on population. Thereforethe functions associated with the Senate are legislative review and therepresentation of the various regions on a different basis from the lower house. The Fathers of Confederation originally intended for the Senate to playthe legislative review role.As sir John A. MacDonald said, the Senate was tohave the sober second thought in legislation and should not be a mere chamberfor registering the decrees of the Lower House. They also agreed on aparticular qualification of Senators, which was intended to help them act as acheck against the majority in the Lower House.This qualification has remainedunchanged since 1867, but its practical meaning has long been discarded. The other major role meant for the Senate was to preserve what MacDonaldcalled sectional interests.It is believed that this agreement aboutrepresentation in the Senate was the main factor that allowed the Canadianfederation to be formed. The Senate has functioned quite effectively as ahouse of legislative review up to the present time, but its intended role inregional representation has not been as effectively performed. seventy-five),the Senates ability to represent the regions of Canada has been weakened. During long appointments, the responsiveness to the views and concerns of therepresented is not always guaranteed.There is also no obligation to account totheir respective regions and their representation is not put to any public test. Even if Senators did perform an adequate role as representatives, the publicmight not see it in the light. The implementation of a Senate which is elected rather than appointedwould ensure that representatives were more responsive to the public.It wouldalso give the Senate the authority to exercise the substantial powers given toit by the Canadian Constitution.Any political institution can obtain formal orlegal powers, but if the public does not want them to use it, these powers maynot be exercised. In addition, most Canadians have reservations aboutappointments to a legislative body for such a long term in this, a moredemocratic age than when the Senate was established. Senators in our Upper House do not really represent anyone except forthe one who appointed them-the Prime Minister.It is because of this reasonthat they cannot effectively express the views of anyone since their appointmentlacks legitimacy in our democratic age.However, when Senators criticize anddelay the legislative process, they only remind us of how much could beaccomplished effectively if only they represented the people who had electedthem. .uc90b022427ec2528a47ef981c4fc6f32 , .uc90b022427ec2528a47ef981c4fc6f32 .postImageUrl , .uc90b022427ec2528a47ef981c4fc6f32 .centered-text-area { min-height: 80px; position: relative; } .uc90b022427ec2528a47ef981c4fc6f32 , .uc90b022427ec2528a47ef981c4fc6f32:hover , .uc90b022427ec2528a47ef981c4fc6f32:visited , .uc90b022427ec2528a47ef981c4fc6f32:active { border:0!important; } .uc90b022427ec2528a47ef981c4fc6f32 .clearfix:after { content: ""; display: table; clear: both; } .uc90b022427ec2528a47ef981c4fc6f32 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc90b022427ec2528a47ef981c4fc6f32:active , .uc90b022427ec2528a47ef981c4fc6f32:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc90b022427ec2528a47ef981c4fc6f32 .centered-text-area { width: 100%; position: relative ; } .uc90b022427ec2528a47ef981c4fc6f32 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc90b022427ec2528a47ef981c4fc6f32 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc90b022427ec2528a47ef981c4fc6f32 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc90b022427ec2528a47ef981c4fc6f32:hover .ctaButton { background-color: #34495E!important; } .uc90b022427ec2528a47ef981c4fc6f32 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc90b022427ec2528a47ef981c4fc6f32 .uc90b022427ec2528a47ef981c4fc6f32-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc90b022427ec2528a47ef981c4fc6f32:after { content: ""; display: block; clear: both; } READ: Mental Illness in Sylvia Plath's The Bell Jar Plat EssayAnother important function of second chambers in federal systems likeCanadas is the representation of the regions on a basis other thanrepresentation by population.When different people from different regions wishto achieve a common goal while protecting their respective regionally-baseddifferences against majority rule, a federal system of government is utilized. When this is the case, the Upper House is seen as a political check on the ruleof a simple majority.It also reflects the diverse interests of the regions ofthe federation to the lower chamber. In countries like Canada where there are two distinct linguistic groupsgeographically concentrated within its borders, protection of the interests ofthe minority group can be established through specially weighted representationof the political units in the second chamber. It was because of this reasonthat the French-speaking Fathers of Confederation sought equal representation inthe Senate for the three original regions (Quebec, Ontario and the Maritimes). This would balance out the House of Commons where there was no guarantee ofproportional francophone representation. As it stands today, the Senate has 104 seats, which are divided into 4divisions.Ontario, Quebec, the Maritimes and the western provinces each share24 seats.Newfoundland has 6 seats while the Yukon and Northwest Territorieshave 1 ea..ch.In the case of Quebec, 24 regions were created in order to have abalance of anglophone and francophone representatives.Under the proposedTriple E Senate, there would be 6 representatives from each and every provincewhile the territories had one each.This would provide for a new 62 memberSenate which would be elected at the same time as Members of Parliament.Theonly exception would be Quebec where Senators would be hand-chosen by theNational Assembly. The principle of equality simply means that every province or regionwould be equally represented in the Senate regardless of its population.Theneed for equal representation arises when provinces like Ontario are compared toPrince Edward Island, Since Ontarios population is so huge compared to manyother provinces, it along with Quebec could automatically become the majority inthe Commons when their interests were similar.The comparison between Ontarioand Prince Edward Island might be a bit extreme, but what it really equates tois that Alberta and other provinces cannot have the same powers as Ontario andQuebec. With equal representation, no province would have to worry about beingoutvoted by such a wide margin that the interests of the citizens werecompletely ignored. The Government of Canada stresses the importance in strengthening therole of the Senate in representing people from all parts of the country.Equalrepresentation allows the Parliament to speak and act with greater authority onbehalf of all Canadians.Meanwhile, a delicate equilibrium must be establishedif the Senates role in regional representation is to be upgraded whilemaintaining the effectiveness of Parliament. At the time of its creation, the Senate was assigned extensive formalauthority and with only two qualifications, it would be equal in power to theHouse of Commons.Not until recently were limitations placed on the UpperChambers powers as a result of constitutional amendments.However, even today,no federal legislation can be passed until it has been passed by majorities inboth the Senate and the House of Commons. The problem of the present Senate isnot a lack of power, but the lack of confidence and legitimacy that would allowit to maintain and use that power.The Canadian Upper House has all the formallegal power imaginable, including a complete veto on any and all governmentlegislation. Even with so much power, the Senate has felt no justification indefying the Lower House ever since the widespread democratic sentiment in Canadanot long after Confederation. Another reason for the Senates past ineffectiveness is due to the factthat Senate appointments are partisan in nature.The majority in the UpperHouse would usually correspond to the majority in the Lower House sinceappointments were made by the Prime Minister.The House of Commons willcontinue to be the subject to tight party discipline, whereas it can be lessstrict in the Senate, since it was designed so that it does not control the fateof the government.Another reason is because the majority of amendments tobills have been introduced to the Senate after it was already approved by theHouse of Commons.Therefore, it did not really matter whether or not there wasa majority in both chambers by the same party. .u98a47997eabe87b292e67dcd3d7ca3e6 , .u98a47997eabe87b292e67dcd3d7ca3e6 .postImageUrl , .u98a47997eabe87b292e67dcd3d7ca3e6 .centered-text-area { min-height: 80px; position: relative; } .u98a47997eabe87b292e67dcd3d7ca3e6 , .u98a47997eabe87b292e67dcd3d7ca3e6:hover , .u98a47997eabe87b292e67dcd3d7ca3e6:visited , .u98a47997eabe87b292e67dcd3d7ca3e6:active { border:0!important; } .u98a47997eabe87b292e67dcd3d7ca3e6 .clearfix:after { content: ""; display: table; clear: both; } .u98a47997eabe87b292e67dcd3d7ca3e6 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u98a47997eabe87b292e67dcd3d7ca3e6:active , .u98a47997eabe87b292e67dcd3d7ca3e6:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u98a47997eabe87b292e67dcd3d7ca3e6 .centered-text-area { width: 100%; position: relative ; } .u98a47997eabe87b292e67dcd3d7ca3e6 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u98a47997eabe87b292e67dcd3d7ca3e6 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u98a47997eabe87b292e67dcd3d7ca3e6 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u98a47997eabe87b292e67dcd3d7ca3e6:hover .ctaButton { background-color: #34495E!important; } .u98a47997eabe87b292e67dcd3d7ca3e6 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u98a47997eabe87b292e67dcd3d7ca3e6 .u98a47997eabe87b292e67dcd3d7ca3e6-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u98a47997eabe87b292e67dcd3d7ca3e6:after { content: ""; display: block; clear: both; } READ: Pearl Harbor EssayOne of the benefits of the Triple E Senate is that it will definitelyhave a positive effect on the rest of Canadas political institutions.If theHouse of Commons was to have a reformed Senate watching over it, it would haveto work harder, implement more compromises into their policies and this wouldmake it that much more effective.The regional interests and views on nationalpolicy can also be dealt with by a reformed Senate, thus allowing provincialpowers to focus on their respective mandates instead ofjust campaigning onnational policies. Regionalism is a major force in Canada, one that pervades almost allaspects of our political lives.Therefore, it is extremely important thatameans of expression is available to us in our national institutions.The TripleE Senate builds a federal principle into the national government which thenprovides a more effective regional balance on the majority rule of the House ofCommons.More specifically, a reformed Senate will enhance the visibility ofprovincial and regional representation in Ottawa, create more effectiveterritorial checks and balances within the legislative process and improve thecredibility and legitimacy of the national government in disaffected regions ofCanada. Ten years ago, the concept of a Triple E Senate was unimaginable, butit is very much on the minds of Canadians these days.Due to insufficientregional and provincial representation at the national level , Canadians are nowasking whether we could not follow the example of other federations bystrengthening the secon d chamber of our national Parliament. BIBLIOGRAPHYCampbell, Colin. The Canadian Senate.Toronto: The Macmillan Company of CanadaLtd.,1978. Dyck, Rand. Canadian Politics: Critical Approaches.Scarborough: Nelson Canada,1996. Fox, Paul w., ed.Politics: Canada Seventh Edition.Toronto: McGraw-HillRyerson Ltd.,1991. Kunz, F.A.The Modern Senate of Canada / 1925-1963.Toronto: University ofTorontoPress, 1967. MacGuigan, The Hon. Mark.Reform of the Senate: A Discussion Paper.Ottawa:Publications Canada, 1983. MacKay, Robert A.The Unreformed Senate of Canada.Toronto: Oxford UniversityPress, 1963. White, Randall.Voice of Region: The Long Journey to Senate Reform in Canada. Toronto: Dundurn Press Ltd., 1991. h

Definition and Examples of Modality in Grammar

Definition and Examples of Modality in Grammar In grammar and semantics, modality refers to linguistic devices that indicate the degree to which an observation is possible, probable, likely, certain, permitted, or prohibited. In English, these notions are commonly (though not exclusively) expressed by modal auxiliaries, such as can, might, should, and will. They are sometimes combined with not. Martin J. Endley suggests that the simplest way to explain  modality  is  to say that it has to do with the stance the speaker adopts toward some situation expressed in an utterance...[M]odality reflects the speakers attitude toward the situation being described (Linguistic Perspectives on English Grammar, 2010). Deborah Cameron illustrates with an example: [Modality] is what makes the difference between a factual assertion like  unicorns never existed, and a more guarded view, such as  it seems unlikely that unicorns could ever have existed- or a bolder claim like  the existence of unicorns must always have been a myth.  Modality, then, is a resource  speakers  and writers use when they are staking claims to knowledge: it allows them to formulate different kinds of claims (e.g., assertions, opinions, hypotheses, speculations) and indicate how committed they are to those claims. (The Teachers Guide to Grammar, Oxford University Press, 2007) Indicating Modality Grammatically Just as tense indicates a time aspect of a verb, words that are used to show modality indicate the mood of the sentence- that is, how factual or assertive the statement is- and it can be done in any number of ways, including with adjectives. Martin J. Endley in Linguistic Perspectives on English Grammar  explains: Thus, a situation might be described as  possible, probable, necessary, or  certain. The  noun  counterparts of these adjectives also express modality so that a situation can be described as a  possibility, a  probability, a  necessity, or a  certainty. Moreover, it is possible to use ordinary  lexical verbs  to convey modality....And think  about the difference between saying that you  know  something and saying that you  believe  something. Such differences are essentially a matter of modality. Finally, English also contains certain semi-fixed lexical phrases (e.g.,  rumor has it) that are, basically, modal expressions.  (IAP, 2010) Other terms that express modality are marginal modals, such as need, ought to, dare, or used to. In Depth: Types of Modality The range of possibilities expressed when using modality is a broad spectrum, ranging from not very likely to very likely; to express these different levels, modality comes with named gradations, as explained by authors  Gà ¼nter Radden and Renà © Dirven, in Cognitive English Grammar:   Modality is concerned with the speakers assessment of, or attitude towards, the potentiality of a state of affairs. Modality, therefore, relates to different worlds. Assessments of potentiality, as in You must be right, relate to the world of knowledge and reasoning. This type of modality is known as epistemic modality. Modal attitudes apply to the world of things and social interaction. This type of modality is known as root modality. Root modality comprises three subtypes: deontic modality, intrinsic modality and disposition modality. Deontic modality is concerned with the speakers directive attitude towards an action to be carried out, as in the obligation You must go now. Intrinsic modality is concerned with potentialities arising from intrinsic qualities of a thing or circumstances, as in The meeting can be canceled, i.e. it is possible for the meeting to be canceled. Disposition modality is concerned with a things or a persons intrinsic potential of being actualised; in particu lar abilities. Thus, when you have the ability to play the guitar you will potentially do so....Modal verbs have a special status among modal expressions: they ground a situation in potential reality. (John Benjamins, 2007)

Organizational Theory Essay Example | Topics and Well Written Essays - 1000 words

Organizational Theory - Essay Example These standards have arisen without sound testing of whether these standards are, in fact, objective measures of quality (Eichler 1988). Wilson's views are in part countered by Stephen Linstead who while acknowledging the quality of Wilson's work argues that it does a disservice to the main thinkers who laid the theoretical groundwork of the modern O.T. This paper will raise the arguments of these two views and attempt to evaluate them on their respective merits . Wilson's review goes over a great deal of research in the field of O.T and consistently finds evidence of gender blindness in O.T. In covering the research and challenging the assumptions of the studies from the perspective of her thesis of gender blindness she raises many questions for further research. Sometimes the questions raised contradict one another such as the indexing of absolute standards to male attributes and not to the consideration of the objective value of such indices's and whether sometimes so called female attributes may in some cases be the true standard(Eichler 1988); then she later calls into question the whole debate of the study of differences as a pursuit without rationale in light of changing workforce patterns, but to draw this out as a structural flaw in her argument is really not fair since she is challenging individual research conclusions on their original assumptions and not trying to make overarching conclusions about gender differences but rather asking researchers to at least adopt paradigms that allow for new questions(Wilson 1996). This spirit of valuable inquisition runs through her article. In an important highlight of this work She brings many strongly held notions to task such as the idea of assertiveness in itself being a virtue and asks why the relational aspect of O.T has rested on the male idea of hierarchy structures being based on power and authority rather than the attribute va luation emphasized in the female style of management( Rosener 1990) . This is in essence summed up as the difference between a hierarchal schema and a web based organization where relational values are emphasized(Crawford and Maracek 1989). Later she makes the strong argument that the traditionally thought of distinctions of male assertiveness is based more in power relations than in the notion of gender(Snodgrass 1992). To dismiss her review as a reflexive call to focus solely on the gender inequities is do her an injustice as she herself denigrates the notion of analysis based on that approach. Rather she calls for an actual consideration of gender in Organizational Theory especially in light of the increasing role of women in the workforce. This is especially important since the researchers such as Richard Brown (1976) and Janet Wolff (1977) have noted the inequities that Wilson argues for some time without much change. Stephen Linstead acknowledges the quality of Wilson's review and agreeingthat the modern technical studies of OT are guilty of the gender blindness that Wilson claims but he disagrees with Wilson about the early theorists such as Laslow and Weber , Taylor and Mayo. These men he argues were not gender blind but rather suppressed gender as they did other variables to arrive at a theoretical framework that was applicable in a

Analytical Report Essay Example | Topics and Well Written Essays - 2000 words - 4

Analytical Report - Essay Example It compares these views in an annotated bibliography of several sources. It focuses on the weaknesses in the current teaching methods used to teach religious education. Upon successful exploration of these weaknesses, the report gives recommendations by different researchers to eliminate these weaknesses. The report focuses on global religions and societies as suggested by its title. The American Academy of Religion (2010) indicates that there is high illiteracy of religions due to lack of proper teachings on the importance of religious studies in schools. It goes further to show that most students do not take religious studies seriously due to poor teaching. It emphasizes that most teachers do not have ample knowledge of guiding students to see the importance of religious studies. According to this source, religious studies are meant to assist students explore different views of societies regarding religions. Teachers should guide students to appreciate the importance of religious studies instead of influencing them to follow particular views of particular religions. Influencing students to follow and adopt particular religious leads to hatred of other religious. It was further discovered by The American Academy of Religion (2010) that faith-based expressions taught in religious studies should introduce students to understanding the impact of religion on economic, social, political matters. The students will then recognize the impact of religion on these matters deepening their understanding of the religious matters. If students understand the role of religion in the society, they will intensify their explorations on global religions and cultures. In the process, they will appreciate global religious diversity. Therefore, the students will avoid extreme stereotypes of particular religions and instead accept religious diversity (American Academy of Religion, 2010). There is massive support for non-devotional

Self Reflection | Learning And Performance

Self Reflection | Learning And Performance Self-reflection is the self-analysis of knowing oneself. This section describes the self-reflection of the researcher on own learning and performance. It facilitates the researcher to analyse his progress by considering the changes in his strengths and weaknesses. It analyses diverse learning styles theories put forward by various experts and examines the learning style of the researcher during the International Master in Business Administration course. It also describes about the various skills that were gained throughout this course. The various skills include communications skills, report writing skills, presentation skills, research skills and team player skills. Background of the researcher: The researcher completed his Bachelors degree in Information Technology from Madras University, India. IT skills were learned during this period. After completion of the degree, he worked in three companies before coming to Dublin Business School for International MBA. The first two companies that the researcher worked were IT based companies and therefore, the theoretical skills learned during the bachelors degree were transformed to practical skills during the term. The first six months in a job is the time when a new person in the job finds it difficult to get used to the job. The researcher went through this phase and the transformation was not easy. With the help of senior staff in the company, things went smooth. In the first company, the researcher got the opportunity to talk to customers all around the world through telephone, which enhanced his communication skills. He also got the opportunity train new people, which developed the presentation skills. In the second company, the researcher supported the customers through email and chat. This helped to develop the writing skills of the researcher. With more experience, the researcher was given the role of a team leader in the second company he worked. This enabled him to gain leadership skills. The third company that the researcher worked was his own family business. It was very different from the information technology companies that he worked before as this had real world experience. The researcher got a practical insight to the real problems faced by a company that did manufacturing and retailing of steel products. With the IT skills gained from previous years, he computerised the company using management information systems (MIS). This made all the process in that company faster. After gaining some experience, the researcher set plans to learn more about business and chose to get a masters degree in business administration. This is why he chose International MBA course in Dublin Business School, Irel and. Through the MBA International programme in Dublin Business School, the researcher was able to develop the research skills, time management skills, self-learning ability and other skills. There were group works involved in the first semester of the course when helped the researcher to improve team player skills, presentation skills and communication skills. In the second semester of the course, the assignments and examinations helped the researcher to gain self-learning and time management skills. Writing the dissertation proposal in the second semester gave an insight about doing the research. Research and writing skills were improved during this period. All the work had to be completed in certain amount of time, which developed the time management skills of the researcher. These skills have been utilised now, when the researcher is doing the dissertation. The reflections of this learning process can be related to Kolbs learning cycle because of the scope of learning something new is always there. Another method of learning has also been used for the review that was proposed by Honey and Mumford. Learning Reflection and Style: Kolbs learning reflection: According to Kolb (1984), learning is the process whereby knowledge is created through the transformation of experience. Knowledge results from the combination of grasping experience and transforming it. He described four stages in a learning cycle and viewed it as a circular process which involves the four stages which are Concrete experience Active Experimentation Abstract conceptualisation Reflective observation According to Kolbs model, the experience lays the foundation for observation and reflection, which are incorporated and condensed into concepts. These concepts are then tested to get a new experience. The cycle of activities such as experiencing, reflecting, thinking and acting occur in the learning process. There are four types of learning methods as shown in the figure below: Source: http://www.businessballs.com/kolblearningstyles.htm Diverger: This is the combination of concrete experimentation and reflective observation. They look at things from various perspectives but prefer to watch things than doing things. They also tend to gather information and use imagination to solve problems. Assimilator: This is a combination of abstract conceptualisation and active experimentation. These people can solve the problems and will use their learning to find solutions to practical issues. They are less focused on people and are focused on ideas and abstract concepts. Converger: This is a combination of abstract conceptualisation and active experimentation. They can solve problems and will use their learning to find solutions to practical issues. They prefer technical tasks and are less concerned with people and interpersonal aspects. Accommodator: This is the combination of concrete experimentation and active experimentation. They have the hands-on technique of solving problems. They rely on intuition rather than logic. They use others analysis and use a practical, experiential approach. During the International MBA course, the researcher used various learning styles in different situations. Assessing the researchers learning style according to the researcher has an accommodator style of learning. The researcher uses more trial and error method to solve the problems. This is a more practical approach to solve the problems even though it could be time consuming. The researcher feels that the proving things practically is better than talking the about the theoretical side of it. This enables the researcher to adapt to changes quickly to changing circumstances and allows making concrete decisions. Honey and Mumford Learning Style: Source: adapted from http://www.learningandteaching.info/learning/experience.htm) Honey and Mumford (2000), mentions that, the term learning style is used as a description of the attitudes and behaviours that determine an individuals preferred way of learning. According to them, there differnt of learning styles and categorise individuals into four types as shown in the figure above. Activists Reflectors Theorists Pragmatists Activists: They completely involve themselves into a new experience without any previous experience. They have the attitude of trying everything once. They act first and worry about the consequence later. (Honey and Mumford, 2000) Reflectors: They are very cautious and thoughtful people who like to consider all possible angles and implications before making a move. They like to stand back and evaluate the previous experiences before they commit something. (Honey and Mumford, 2000) Theorists: If it is logical, then its good is the main philosophy that is associated with theorists. They integrate observations into complex but logically sound theories. They think about solving a problem in logical, step-by-step manner. (Honey and Mumford, 2000) Pragmatists: They always positively search out for new ideas and take the first opportunity to experiment with its applications. They are always keen to see if the theory will work out practically. They are always associated with people taking practical decisions and solving problems. (Honey and Mumford, 2000) (Honey and Mumford, 2000, pp 11, 12) The researcher has more pragmatist style of learning. This is useful for the researcher in making quick decisions. The researcher likes to experiment a lot and get bored with long time activities. This is why for this research; the researcher tries to practically prove the things that have been mentioned in the theory. The MBA International program has helped the researcher to experiment the new ideas practically. Key Skills Learned from MBA International: The international MBA programme provided by the Dublin Business School helped the researcher to develop numerous amounts of skills through rigorous academic activities. Various activities included assignments, presentations, group work, exams and finally the dissertation. The skills that have been developed through the program can be divided into two. The first one is academic skills and the second one is personal skills. Academic Skills: The key academic skills that were learned were Research skills, Presentation skills, and Team player skills. Research Skills: Research and investigation skills are very important in terms of academic studies. It is the way one carry out the research about a particular subject. In this case, the researcher carried out different studies especially when doing the dissertation. Researcher understood about the different methods to be followed when doing a research. It was not as an easy task as the researcher had to consult the books, journals and magazines in order to find out the relevant information on the topic. Researcher also understood the importance of critical analysis, what different authors say about the same topic. Presentation Skills: The researcher developed this skill during the class time. The researcher had to give presentations for most of the modules which he did during the semester. Even though, there was trouble in the beginning because of the stage fear, things improved after some time. This gave him the real confidence to stand in front of a group of people without any fear. This would be very useful in future in a professional field. Team player skills: A few modules like International business management and integrated marketing communications had group work involved. This meant that the work would be equally divided among the team members and each had to do their own part. There were team members who would not cooperate for meetings or discussions. However, the researcher found his own ways to overcome this and ensured that the teamwork was done in the end. This would be helpful in future in a professional field as all the work these days are team based. Personal Skills: The key personal skills that were learned were communication skills, time management skills. Communication Skills: A cultural shock is customary for someone who has crossed the globe to study in a foreign country, which was the same for the researcher. The researcher found the communication slightly difficult in the beginning but later improved. The interaction with the international students in the class improved the communication skills of the researcher. The interaction with the lecturers and other staff in the college helped improve the communication skill by a great deal. Time management skills: Time management skills are very important for a person. During the MBA course and through the dissertation, the researcher had to set goals to be achieved in a specific time frame. The researcher had to meet the deadlines for various assignments, which he did successfully. This helped to improve time management skills by a great deal. Future application of the learning skills: The International MBA course has helped the researcher in developing many skills that lacking before. The hard skills of finance, marketing and operations and the soft skills such as communication, leadership and teamwork will be useful for the future. The research skills that were developed during the research will certainly help in the future to choose appropriate techniques and methods. With the help of presentation skills, the researcher will be able to convince people easily. The team player skills will enable him to work as part of a team without any problems. The improved communication skills will with an international exposure will give him the benefit when meeting other people. The time management will skills will help him to do things on time. The MBA program as a whole has contributed a fair deal in improving academic and behavioural competencies. The skills acquired throughout the MBA course will definitely help the researcher in career advancement.