Making Essay Papers about Diseases and Pandemics</h1> <article> <h1>Making Essay Papers about Diseases and Pandemics</h1> <p>Ruth Heath — Wed, 24 Jun 2009 03:11:48 GMT</p> <p>The recent outbreak of the Influenza <strong>A (H1N1)</strong> virus has lead many people to read up on essay news, papers, medical manuals, and other forms of literature in order to know more about it. One of the things that people find out in the essay papers that they read is that there had already been so many cases of pandemics throughout history.<br /> <br /> One could also join the people who write essay papers about diseases and pandemics by studying the various cases that occurred throughout history. There had been many cases such as cholera, typhoid fever, malaria, leprosy, and studying them side by side may help people learn about them.<br /> <br /> One who is writing essay papers about diseases and pandemics can focus on these topics:<br /> <br /> <strong>1.Transmission –</strong> The essay papers can focus on how the diseases spread throughout the populace. There are some which are airborne (SARS), some are due to intake of contaminated items (cholera), while some are due to interaction with insects or other animals (malaria from insect bites). </p> <p><strong>2.Colonization –</strong> During the earlier periods of history, when countries would colonize others, one of the things that they could accidentally bring are diseases. Examples would include how half the native population of Hispaniola in 1518 was killed by smallpox brought by European factors. The essay papers can see other instances when similar events happened.</p> <p><strong>3.Cure – </strong>While some pandemics continued,others had also been successfully stemmed or eliminated all together. A writer can try to discuss in the essay papers, how cures were found for these diseases.<br /> <br /> <strong>About the Author:<br /> <br /> </strong><em><strong>Ruth C. Heath</strong> is currently a biology student at a university in Nevada. She is taking up biology as a pre-med course. She aims to either be a doctor who would be able to treat difficult cases or a medical researcher who would write <a href="http://www.besttermpaper.com/">essay papers</a> about the treatment of new diseases.</em></p><div style="clear:both;"></div> </article> <article> <h1>3 of the Most Debatable Term Paper Topics Best Left Alone</h1> <p>Queen Scott — Wed, 11 Feb 2009 09:59:51 GMT</p> <p>One can only imagine the big spike in attention when something controversial surfaces out of a term paper. <br /><br />Question is, does the same thing apply to term papers? Or rather, should sensationalism be acceptable even in this formal and more standardized form of writing? The answer to this question is in a gray area which when delved into might just cause those 24-hour bugs. <br /><br />A more tolerable area to discuss is the actual topics in <a title="term papers" href="http://www.superiorpapers.com/term_paper.php">term papers</a> as they are controversial in nature but contain solid arguments. Here a few topics that will surely stir up one’s senses when read in a term paper but are better ignored anyway. <br /><br /> 1. Legalizing Abortion<br /><br /> <br /><br />Some might ask why legalizing was included. It is because of the fact that abortion is being done, but the question lies whether this can be done in the open without expecting an arrest the next day. If you live in the United Kingdom, then your term paper on abortion might just pass through a breeze as they have already legalized abortion, but if you live in country where half of the citizens adhere to the Vatican, prepare for a treat. <br /><br /> 2. Cause of the Global Recession<br /><br /> <br /><br />If you’re not a financial analyst or in any way connected to Wall Street, then, it’s best to just choose another topic as this is the most talked about concern and yet no one seems exactly pinpoint who caused the economic downfall. Although, general notion claims that the mishap on Lehman Brothers started it all. <br /><br /> 3. Justifying the war against Saddam Hussein<br /><br /> <br /><br />Up to this day, even if Bush is out of the most famous address in the world, people still use their energy to debate if he had the right reasons to launch an all-out war on Iraq to find the ever evasive weapons of mass destruction. <br /><br />These topics for <a title="term paper" href="http://www.superiorpapers.com/">term paper</a> will only consume time and that could have been more useful endeavors such as finding a source on income to pay for school or to put in the 401k.</p><div style="clear:both;"></div> </article> <article> <h1>Is Divorce a Business Issue?</h1> <p>Gayley Knight — Sat, 12 Jul 2008 03:39:41 GMT</p> <p>At least once a year, a woman business owner contacts me to lament the handling of her divorce (attorneys for these women were equally male and female). Most of these women are bitter, disillusioned and sure the legal system is working against them in just getting good representation, forget the results, which are often not satisfactory. </p> <p>I do not hear this conversation from my male business acquaintances or friends. Perhaps they are just as disillusioned about the legal system as pertains to divorce. I suspect I am like a lot of us and think these are isolated cases and how bad can it truly be? However, if I am averaging almost 1 complaint per year, and if we truly all do have networking circles of 250 acquaintances, there must be dozens more women (and men) who are are facing this difficulty -- and who are going into debt handling what ought to be a simple legal process, although obviously an emotional one. </p> <p>Is this a taboo subject? Shouldn’t business be talking? Surely this affects the bottom line. It was not so long ago we did not openly talk about mental illness or battering or postpartum depression. Is this different?</p> </article> <article> <h1>Ethics in the Workplace</h1> <p>Curt Brekke — Wed, 05 Nov 2008 16:52:34 GMT</p> <p> </p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">We’ve all heard these rules to live by: Don’t hurt, don’t steal, don’t lie, and the more famous “Do unto others as you would have done to you.” In our personal lives most people try to follow these rules. Ethics are often thought of by many as something that is related to the personal side of life and not to the business side. In some businesses, having ethics may actually be frowned upon. This is usually due to the fact that business is about doing what’s best for the bottom line and not always about doing the right thing. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">It is commonly understood that there are <i>ethics </i>and then there are <i>workplace ethics</i>. Often we don’t stop to realize that there is no difference between personal ethics and ethics in the workplace; ethics are the same whether at work or in personal life.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">After all, ethics are about making choices that may not always feel good or seem like they benefit you. Ethical choices are the “right” choices to make and are examples of rules to live by.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Practical Impact</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Executives typically want the answers to two key questions about ethics in their offices: “How do workplace ethics apply to practical goals of my organization and the work of my employees?” and “Is there reliable data to support these assertions?” The Ethics Resource Center (</span><span style="font-size:11pt;color:blue;font-family:Calibri;mso-bidi-font-family:Verdana;">www.ethics.org</span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">), a nonprofit organization, assists leaders to impact their organizations by identifying ethical risks and establishing systems to emphasize higher standards for business conduct.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">The Ethics Resource Center annually conducts a National Business Ethics Survey (NBES) – a rigorous telephone survey of 1,500 U.S. employees. The NBES findings are encouraging for organizations that have an emphasis on positive workplace ethics. For example, employees have high expectations for ethics within their organizations. Nine in ten respondents say that they “expect their organizations to do what is right, not just what is profitable.”</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">This suggests that most employees are not cynical about ethics at work, encouraging news when considering the implementation or development of ethics initiatives as the long term success of any program rely on the active support of employees.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Formal ethics programs and informal ethics practices were shown to affect certain key outcomes. Employees who work in companies with active ethics programs who observe leaders modeling ethical behavior, and also observe the application of values such as honesty, respect and trust applied frequently at work, report more positive experiences that include the following:</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Less pressure on employees to compromise ethics standards</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Less observed misconduct at work</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Greater willingness to report misconduct</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Greater satisfaction with their organization’s response to misconduct they report</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Greater overall satisfaction with their organizations</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Greater likelihood of “feeling valued” by their organizations</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Findings of Concern</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">The NBES uncovered a substantial gap between senior and middle managers and lower-level employees. A consistent finding with management was the perception that their organizations have a positive ethical environment. This conflicts with the perception of lower-level employees however. This suggests that executives may underestimate the importance of specific ethics issues and concerns facing employees. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">This disconnect may also position executives to fail to address these issues adequately within their organization’s ethics programs. Therefore it is important for executives to include input from employees at lower levels in the development of ethics programs and to continue to seek out their input and feedback on a regular basis.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">In addition to the communications gap between employees and executives, one in three employees believe that their coworkers will perceive them as “snitches” if they report misconduct. This is roughly the same proportion of employees who believe that management will see them as “troublemakers” for reporting ethical concerns. A key element to take away from this discovery is the need to address and eliminate retaliation systemically, at the management and peer levels throughout the organization.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Questions Answered</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Let’s go back to our two key questions: “How do workplace ethics apply to practical goals of my organization and the work of my employees?” and “Is there reliable data to support these assertions?” There are a variety of practical reasons for executives to focus on workplace ethics and reliable data that supports these efforts. The NBES findings consistently link ethics programs to more positive organizations outcomes and increased employee satisfaction.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">It would be naïve to suggest that an emphasis on ethics will improve the work environment and solve the company’s problems overnight. In many cases a well developed and organized effort to target key ethical issues sends an important message. It tells employees that your organization is moving in a positive direction, one that is positive for them as individuals.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Establishing an Ethics Program</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Establishing an ethics program is not an exact science. As with any organizational program, it will involve the input and cooperation of many people. The effectiveness of any organization’s approach will depend on characteristics that are unique to its culture, the leadership styles, proper planning, and so on. Since some people may be uncomfortable talking about the issues of ethics it can be helpful if management first asks, considers, and then responds to the following questions:</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Why might good people in this organization do unethical things?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">What are our organization’s values?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Have we adequately articulated these values internally and externally?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Does our organization have written ethics policies, procedures, or structures?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">To whom is our organization accountable?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">What do we mean by “success”?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l1 level1 lfo2;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">Does the leadership of our organization support the idea of an ethical workplace?</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">With the feedback obtained by discussing the questions above, management will have a better idea of the perceptions their employees have on how the company is performing ethically.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">In the end, it’s all about beginning with our personal and collective understanding of ethics. The second step is awareness of, and solutions to, questions concerning ethics as applied to the workplace. Many universities are now heavily applying the teaching of ethics to their curricula. Graduates of these programs take this information into the workforce with the understanding that solid, positive ethics need to be applied there as well as in the private sector. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:#4b4b4b;font-family:Calibri;mso-bidi-font-family:Verdana;">In a perfect world, corporations will be better able to avoid embarrassing scandals that appear and reappear in both national and world-wide news scandals. Small businesses will be able to keep and attract more clients and customers. Negotiations between businesses could be accomplished with increased consideration for the other company. This is something for which we can all strive.</span></p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>The Importance of Software Training - Save Money While Improving Workplace Morale</h1> <p>Ellen DePasquale — Tue, 21 Jul 2009 23:34:01 GMT</p> <p><strong>The Costs of Software Problems<br /> At What Price? </strong></p> <p>Frustrating experiences waste an average of 42-43% of the time employees spend at their computers, according to the User Frustration with Technology in the Workplace study co-sponsored by Carnegie Mellon University, Towson University, and the University of Maryland. This calculation includes time lost trying to solve the problem and time spent recovering any lost work. <br /> <br /> The Employment Situation: June 2009 report, dated July 2, 2009, issued by the United States Department of Labor, Bureau of Labor Statistics, states the average earnings of “production and nonsupervisory workers on private nonfarm payrolls” was $609.37 per week. <br /> <br /> If we estimate in an average week that an employee spends 20 hours at their computer, then 8.6 hours (or 43%) are unproductive and frustrating. For a 40 hour/week employee, that equals $131.01 weekly or $6,550.50 annually (50 weeks) in lost payroll.<br /> </p> <p style="margin-left:80px;"> <table style="border-right:medium none;border-top:medium none;border-left:medium none;width:4.45in;border-bottom:medium none;border-collapse:collapse;" cellspacing="0" cellpadding="0"> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:windowtext 1pt solid;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">Number of Employees</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:windowtext 1pt solid;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">Total lost payroll per week</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:windowtext 1pt solid;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">Total lost payroll per year</div> <div style="margin:0in 0in 0pt;">(50 weeks)</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">1</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$131.01</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$6,550.50</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">3</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$393.04</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$19,652.18</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">10</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$1,310.15</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$65,507.28</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">20</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$2,620.29</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$131,014.55</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">50</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$6,550.73</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$327,536.38</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">75</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$9,826.09</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$491,304.56</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">100</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$13,101.46</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$655,072.75</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">200</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$26,202.91</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$1,310,145.50</div> </td> </tr> <tr> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:windowtext 1pt solid;width:1.7in;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">300</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$39,304.37</div> </td> <td style="border-right:windowtext 1pt solid;padding-right:5.4pt;border-top:#ece9d8;padding-left:5.4pt;padding-bottom:0in;border-left:#ece9d8;width:99pt;padding-top:0in;border-bottom:windowtext 1pt solid;background-color:transparent;"> <div style="margin:0in 0in 0pt;">$1,965,218.25</div> </td> </tr> </table> </p> <p> <br /> <strong>Some Things Are Beyond Price!</strong><br /> <br /> Lost wages and productivity are only one side of the issue for businesses; frustration and workplace interruption are the other. When those two issues combine, as what typically happens when employees have problems with their software, the cost is incalculable.<br /> “Every computer user encounters problems with technology. Frustration is a common theme among computer users,” according to research done by the Department of Sociology, University of Maryland.<br /> <br /> Frustration is an important workplace issue because it is not isolated. When frustration is felt in the workplace, the actions taken can be long-lasting, far reaching and disruptive, “which can adversely affect work performance as well,” states a Carnegie Mellon University and University of Maryland joint study, published in Computers in Behavior 22 (2006).<br /> <br /> This study revealed that a single computer problem has the potential to reduce the employee’s productivity for the remainder of the day. Frustration is not limited to the length of time the problem occurs, but also leads “to a longer term mood state that might last hours.” <br /> <br /> The effects of software-based frustration are also not limited to the individual. In most cases, they engaged one or several other employees to either help solve the software issue or to be an emotional support. Either way, other staff members, as well as the initially frustrated employee, are accumulating unproductive time.<br /> “Computer Rage” is a term coined by the Laboratory for Automation Psychology and Decision Processes, at the University of Maryland. In their (2005) survey, they collected comments from survey participants regarding their frustrating computer experiences. Here are just a few:</p> <p><em>“I hate not being able to understand things. It makes me feel inferior, computers have a way of doing that sometimes.”<br /> <br /> “I’m also very frustrated by people’s frustrations with computers.”</em></p> <p><em>“I constantly cursed aloud (some REALLY bad words) and I think my colleague is still scared of me for that. It must’ve not been easy for her…”<br /> <br /> “…I’ve slammed a keyboard a few times but haven’t caused any permanent damage. Sometimes I feel like I want to scream when something doesn’t work but I’d say I’m pretty good at suppressing my anger.”<br /> There are a wide range of reactions to coworker computer rage. Some employees may shut it out, literally, by closing their office doors or even leaving the office. Other employees may feel frustrated or angry as a result of the rise in overall tension in the office. Unfortunately, the energy generated by computer rage has the potential to spread to communications with customers, either by salespeople or customer service. This is when the cost of computer rage becomes unbearable.<br /> </em> <br /> <strong>Software Training Redefined:<br /> Educate Your Employees – Train Your Software</strong><br /> <br /> A bilateral approach to reducing employee frustration from software issues includes user education and improving the software’s interface.<br /> <br /> <strong>Employee Education: Make It Personal</strong><br /> <br /> An employee’s frustration level is directly related to their self-efficacy. Employees who believe they can solve the problem will become less frustrated because they approach the issue as a challenge instead of a problem. Education that instills confidence and knowledge will result in fewer issues and lower levels of frustration. <br /> Targeted materials and curriculum delivered by an experienced instructor are the keys to success. Adults become annoyed and even frustrated when they feel the material being taught is irrelevant (Science, 1992), so classes need to be built around the employees’ responsibilities, needs and goals.<br /> <br /> <strong>Software Training: Customization without Programming</strong></p> <p>“Training” the software involves utilizing built-in functionality to personalize menus and layouts to the employee’s role and responsibilities in the organization. Employees across different departments utilize software functionality in very different ways to accomplish their tasks. Customizing interfaces makes repetitive tasks easy and quick, and organizes important information for easy access.<br /> <br /> The features and functions employees use most should be at their fingertips. Templates, macros, screen views, and menu options are other features that make software more intuitive to the needs of the employee. The use of those elements enables employees to more easily complete computerized tasks in less time.<br /> </p> <p>Copyright © 2009 Ellen DePasquale All Rights Reserved<br /> All trademarks or registered trademarks are the property of their respective owners. All rights reserved.<br /> <br /> This white paper if available at <a href="http://www.eocomputing.com/whitepapers/the_importance_of_software_training.pdf">http://www.eocomputing.com/whitepapers/the_importance_of_software_training.pdf</a> and is available for free distribution.<br /> <br /> Ellen DePasquale, The Software Revitalist™, is founder of Efficient Office Computing, a New York-based software consulting and training company.<br /> Sage Certified Consultant<br /> KnowledgeSync Partner<br /> Microsoft® Partner<br /> NetSuite Referral Partner<br /> American Society for Training & Development<br /> Queens Chamber of Commerce (IT Committee Member)</p> <p>References:<br /> <br /> The Employment Situation: June 2009<br /> United States Department of Labor, Bureau of Labor Statistics<br /> <a href="http://www.bls.gov/news.release/pdf/empsit.pdf">http://www.bls.gov/news.release/pdf/empsit.pdf</a><br /> <br /> User Frustration with Technology in the Workplace<br /> Jonathan Lazar and Adam Jones<br /> Department of Computer and Information Sciences, Center for Applied Information Technology, & Universal Usability Laboratory<br /> Towson University, Towson, Maryland, 21252<br /> Katie Bessiere, Human-Computer Interation Institute<br /> Carnegie Mellon University, Pittsburgh, Pennsylvania, 15213<br /> Irina Ceaparu and Ben Shneiderman<br /> Department of Computer Science, Human-Computer interaction Laboratory, Institute for Advanced Computer Studies & Institute for Systems Research<br /> University of Maryland, College Park, Maryland 20742<br /> <br /> Social and Psychological Influences on Computer User Frustration (Newhagen book chapter)<br /> Katie Bessiere and John Robinson, Department of Sociology<br /> University of Maryland, College Park, Maryland 20742<br /> Irina Ceaparu and Ben Shneiderman<br /> Department of Computer Science, Human-Computer interaction Laboratory, Institute for Advanced Computer Studies & Institute for Systems Research<br /> University of Maryland, College Park, Maryland 20742<br /> Jonathan Lazar, Department of Computer and Information Sciences, Center for Applied Information Technology<br /> Towson University, Towson, Maryland, 21252<br /> <br /> Computer Rage Survey<br /> Of the Laboratory for Automation Psychology and Decision Processes<br /> University of Maryland, College Park, Maryland 20742<br /> <a href="http://lap.umd.edu/Computer_Rage/Tech_Report/written_comments/frustration">http://lap.umd.edu/Computer_Rage/Tech_Report/written_comments/frustration</a><br /> <br /> A model for computer frustration: the role of instrumental and dispositional factors on incident, session, and post-session frustration and mood</p> <p>Computers in Human Behavior 22 (2006) 941-961<br /> Katie Bessiere, Human Computer Interaction Institute, School of Computer Science<br /> Carnegie Mellon University<br /> 5000 Forbes Avenue, Pittsburgh, PA 15213<br /> John E. Newhagen, Philip Merrill College of Journalism<br /> University of Maryland, College Park, MD 20742<br /> John P. Robinson, Department of Sociology<br /> University of Maryland, College Park, MD 20742<br /> Ben Shneiderman, Department of Computer Science<br /> University of Maryland, College Park, MD 20742<br /> <br /> Enhancing Adult Motivation to Learn; A Comprehensive Guide to Teaching All Adults<br /> Third Edition 2008<br /> Raymond J. Wlodkowski<br /> <br /> Dependence of Cortical Plasticity on Correlated Activity of Single Neurons and on Behavioral Connext<br /> E. Ahissar, E. Vaadia, M. Ahissar, H. Bergman, A. Arieli, M. Abeles<br /> Science, 1992</p><div style="clear:both;"></div> </article> <article> <h1>Should You Cut Employee Training During a Recession?</h1> <p>jen mercer — Fri, 16 Jan 2009 13:45:55 GMT</p> <p> <p class="MsoNormal"><span style="font-size:10.0pt;font-family:Arial;">Employees want training to help retain their positions, and with the country in a recession, what is a business to do?<span style="mso-spacerun:yes;"> </span>Most companies cut their training budget during the lean business years.<span style="mso-spacerun:yes;"> </span>However, training your employees is a very valuable asset that should never be eliminated.</span></p> <p class="MsoNormal"><span style="font-size:10.0pt;font-family:Arial;">Training is an investment in your business.<span style="mso-spacerun:yes;"> </span>By providing training during the recession period, you will have an advantage over businesses that have cut their training programs. Unlike their employees, yours will have enhanced skills and will work more efficiently.</span></p> <p class="MsoNormal"><span style="font-size:10.0pt;font-family:Arial;">Training also improves employee loyalty. It shows your employees that you are investing in them – that you believe in them – and they will return the favor.<span style="mso-spacerun:yes;"> </span>When you provide training, your employees’ morale and confidence are elevated.<span style="mso-spacerun:yes;"> </span>When employee morale is up, the work environment is better, fewer errors are made and more work is accomplished.</span></p> <p class="MsoNormal"><span style="font-size:10.0pt;font-family:Arial;">You are probably wondering how to pay for all this training.<span style="mso-spacerun:yes;"> </span>Not all training programs are offered off-site.<span style="mso-spacerun:yes;"> </span>Many online training programs, such as webinars and podcasts, are free. Most cost less than off-site<span class="msoIns"> </span>conferences.<span style="mso-spacerun:yes;"> </span>In addition, there are no travel expenses or time away from the office to incur with e-learning.</span></p> <p class="MsoNormal"><span style="font-size:10.0pt;font-family:Arial;">E-learning allows your employees to build their skills – from the convenience of their home or office and often whenever they choose. It gives them ultimate flexibility.</span></p> <span style="font-size:10.0pt;font-family:Arial;mso-fareast-font-family:'Times New Roman';mso-ansi-language:EN-US;mso-fareast-language:EN-US;mso-bidi-language:AR-SA;">With the current economic recession, you may have to make drastic changes to stay afloat. However, keep in mind that employee training is still very important and can be cost-effective.<span style="mso-spacerun:yes;"> </span>The long-term results of investing in your employees during this time are immeasurable.</span></p><div style="clear:both;"></div> </article> <article> <h1>The Health Benefits of Organizing Your Space & Life</h1> <p>Deb Lee — Tue, 02 Sep 2008 20:40:57 GMT</p> <h3 class="post-title"> The Benefits of Organizing Your Space and Life </h3> <div><br /><b><span style="color:#990000;">What are the health benefits of organizing your space and your life?<br /></span></b><br />There are many benefits to maintaining an organized environment. Besides being more efficient (i.e., finding things more quickly) and more productive (i.e., completing tasks fully and on time), living in an organized home or office space allows one to be more stress free. It's no secret what stress can do to the body. One of the biggest side effects of stress is high blood pressure. Stress also affects your critical thinking ability, how well you sleep, and can even make you more susceptible to illnesses. Less stress = happier, more productive life.<br /><br /><b><span style="color:#990000;">Top Five Recommendations</span></b><br /><br /><span style="color:#990000;">1. Set Organizing Goals.</span> Figure out what you want to accomplish, and put those items in order of priority. Sometimes it feels like our whole house needs help, and it might. However, there are likely to be specific areas that bother you the most. Start with those areas first.<br /><br /><span style="color:#990000;">2. Figure Out Your Peak Performance Time.</span> Do you know when you are most productive? Are you an evening or morning person? When do you feel the most alert? Finding out when you perform at your best will help you to complete tasks more efficiently and with greater success.<br /><br /><span style="color:#990000;">3. Figure Out Your Learning Style.</span> Finding out if you're a visual, auditory, or tactile (or combination) learner will help you to understand why it may be more challenging for you to do certain tasks. In addition, your space can be structured so that it matches your learning style which will increase your success with maintaining order.<br /><br /><span style="color:#990000;">4. Plan Your Time Wisely.</span> Schedule organizing tasks by putting them on your calendar with time frames. Be realistic about how long it will take you to complete a specific task, and then do a little bit each day. If you spend just 10-15 minutes each day attacking a cluttered area of your home, you will get some organizing accomplished, and yet not feel overwhelmed. After your 10 or 15 minutes are up (no more than 30 minutes), go about your usual day. If you've devoted a whole day to organizing, work in 30-60 minute sessions and take a 10 minute break before returning for another 30-60 minute session.<br /><br /><span style="color:#990000;">5. Relax!</span> Once you feel motivated to keep up with your organizing tasks, you may forget one very important thing - YOU! We all lead very busy lives, and have families that need our attention, too. So, don't forget to take breaks, to laugh, get a facial, take your vitamins, go for walks, take a vacation, make a healthy meal, etc. In other words, relax, have fun, and enjoy your life! When you're having fun, there's very little room for stress to take up your valuable time.<br /><br /></div><div style="clear:both;"></div> </article> <article> <h1>SOHO (no, it's not a place in New York City)</h1> <p>Gayley Knight — Sat, 12 Jul 2008 03:39:41 GMT</p> <p>I attended a women’s college in the 1960's at the beginning of a different social revolution, the modern Women's Movement. At our college, there was a quandry as to how to define ourselves: girls’ school or women’s college? </p> <p>Fast forwarding to today's business world, have you ever heard anyone say that organizations for women are just for “those women who are not really in business” because they are franchisers, or they don’t have employees, or because they work from home? </p> <p>Until the beginning of the 19th century, nearly all business worldwide, including industry, operated from small offices in the home -- some businesses even incorporated home visits to clients, patients, customers. Cottage industry aptly described the blacksmith, the cooper, the seamstress, the tanner, doctor, and educator. At the onset of the industrial revolution, and particularly with the advent of automobiles, we began to travel to work, forgetting that Ford and Packard started their companies in their garages, as did Apple Computer and Yahoo (among others). Regardless, success was defined as leaving the garage office for the modern factory and gleaming office park. </p> <p>Now, in the 21st century, with traffic jams, high gasoline prices, and major commutes, we are wondering how to take it all home again. With less focus on manufacturing products and more on manufacturing ideas, providing service and sharing knowledge, it is possible to build a significant business from a small office, often in the home -- a SOHO (small office, home office). The digital world, with its breakthroughs in communication, provides what the central office used to: a library, a conference room and phone, personnel support and even a personal assistant. </p> <p>The SOHO is where more and more professionals and business owners are found today -- the technology revolution and the newly-reinstated green movement, as well as residual family benefits the 60's women movement created, has brought us full circle. According to the International Telework Association and Council, the number of Americans doing some kind of work from home rose from 11.6 million in 1997 to 24.1 million in 2004 (this is 18% of the adult work force). Major US companies employing home-based personnel include Office Depot, Jet Blue Airways, and UnitedHealth Group. So, the next time someone questions the seriousness of your small home-based business, your response can be “we are so forward thinking that we never left home.”</p> </article> <article> <h1>How to Deal with Workplace Stress</h1> <p>Jill Rafalowski — Wed, 08 Jul 2009 14:45:05 GMT</p> <p>Stress, whether at the office or at home, is just a part of life: we may not like it, but occasionally we all have to deal with some kind of stress. A stress-free workplace may not exist, but the good news is that some stress is healthy. Stress gives us that extra push we need to accomplish a goal, and it can motivate us to do something about the negative things (which are often stressors) in our lives. Stress is also proof that we care about our jobs and are pushing ourselves to work hard and reach high goals. Stress can ultimately lead us to success.</p> <div> </div> <p>The bad news is that if ignored, stress can easily reach a point where it causes the opposite effect and leads us to mental, physical, and emotional damage. Stress can drag us down, impede on our performance at work, and cause problems at home. Thankfully, there are myriad ways to deal with stress. Although sometimes unavoidable, there are certain stressors that can be remedied and even prevented. Some stressful situations work themselves out. Stress can subside with the meeting of a deadline, the completion of a project, or the end of your industry's busy season. Sometimes all you need to relieve minor stress is a relaxing weekend away from the office. But stress does not always go away on its own; therefore, taking charge of the stressors in your life is necessary.</p> <div> </div> <p>One common workplace stressor is time management, or lack thereof. We've all had our "so much to do, so little time to do it" moments: projects pile up, you take on more responsibilities, you have to catch up after a sick day, and so on. Although stressful situations like this are always going to occur, a little organization can help you work more efficiently and ease some of the stress. Try organizing your to-do list by project size, deadline, workload, stress factor, or type. Then assign each project with a date by which you would like to see it completed. This delegation will keep you focused, and the satisfaction of completion is motivating and rewarding. If this does not help, talk to your supervisor about your workload. Informing him or her that you are struggling does not mean you're unqualified or failing. Your supervisor doesn't know your limits - only you do.</p> <div> </div> <p>If time management and workload organization aren't your major stressors, try exercise. The repetitive nature of workplace life can be taxing on both physical health and mental health. Breaking from the norm can offer a great amount of stress relief. One of the best stress relievers is a good workout, but any kind of physical activity will do. Can't fit in time to exercise before or after work? Try going on a walk or making a short trip to the gym during your lunch break. Even short breaks from your desk help recharge your mind, so don't hesitate to take a lap around the office every once in a while. Physical activity is self rewarding; not only does exercise release mood-improving endorphins, but it also boosts energy and makes you feel good about yourself. That extra bit of confidence can supply you with higher self esteem and the motivation you need to combat the stressors in your life.</p> <div> </div> <p>Sometimes the best way to deal with workplace stress is to talk to the right people. Notify your supervisor if you feel a lack of workplace communication is weighing you down, or if you feel you are pulling the weight of a slacking coworker. If you feel your workload is too much, talk to your supervisor about a compromise. Situations like harassment and discrimination are mental and emotional stressors that do not belong in the workplace setting; consequently, they can be more severe than other forms of stress and are more difficult to deal with. If you feel you are being treated unfairly or inappropriately at your job, talk to your human resources department and explain the situation—they have been trained to handle workplace situations of this type, and just talking with a neutral party can relieve some tension until the situation has been taken care of.</p> <div> </div> <p>A lot of work stress can be relieved at home, but only if you keep your work life out of your personal life. Arrange to meet with your friends or family once a week for dinner, on the condition that only non work-related subjects can be discussed. Focusing on the areas of your life that bring you the most joy is a great way to prevent and relieve stress. Use your free time to spend time with family and friends, to partake in your favorite hobbies, and to relax—leave work out of it.</p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>Employment Based Immigration: 3 Steps to Understanding the Process</h1> <p>MySolutionSpot Editor — Sat, 12 Jul 2008 03:39:13 GMT</p> <p><br />EMPLOYMENT BASED IMMIGRATION </p> <p>A U.S. employer may sponsor a foreign national who is abroad or currently in the U.S. under their employ for permanent residency (colloquially known as a “greencard.”) through an employment based immigrant petition. </p> <p>There are 5 categories or preferences within the Employment Based (EB) system, e.g. EB-1, 2, 3, 4, and 5. The vast majority of applicants will likely fall into the EB-2 or EB-3 category. EB-1 petitions involve foreign nationals of extraordinary ability, multi-national executives and managers, and outstanding researchers or professors. EB- 4 and 5 pertain to certain special immigrants and investors respectively. </p> <p>Generally, EB-2 and EB-3 Petitions require a labor certification from the Department of Labor and a job offer. Workers hoping for permanent residency on the basis of an EB-2 or EB-3 petition must generally undergo a three step process. </p> <p>STEP 1 - THE LABOR CERTIFICATION </p> <p>A Labor Certification is a determination made by the Department of Labor that there are no U.S. workers who are qualified and available for a position in which a U.S. employer seeks a foreign worker. To receive such a determination, an employer must show valid recruitment for a prescribed period of time and demonstrate that there are still no qualified and available U.S. workers to fill that position. The Department of Labor then issues a ruling on the application. The application for labor certification is called PERM (Program Electronic Review Management). </p> <p>A Labor Certification is NOT an Application for Permanent Residency </p> <p>Time and time again we have seen clients come to our office who have been incorrectly (sometimes wrongfully) led to believe that their labor certification is an application for permanent residency. Merely filing a labor certification DOES NOT provide a foreign worker with immigration status nor give him or her authorization to work for the sponsoring employer. A foreign employee must have an independent basis for work authorization, such as a nonimmigrant visa classification in E, O, L, and, H, etc. </p> <p>STEP 2 - THE VISA PETITION </p> <p>Once a labor certification is approved the employer will submit to the United States Citizenship and Immigration Services a petition for alien worker, Form I-140 along with the certified labor certification and the necessary support documents. </p> <p>The purpose of the visa petition is to establish the relationship between the sponsoring employer and the foreign worker. Often times the employer will be asked to submit financial evidence indicating its financial ability to pay the foreign worker the prevailing wage established under the labor certification. The foreign worker must also demonstrate he or she possesses the required years of experience and educational level required by the labor certification. Depending on the minimum requirements stated on the labor certification, the employer will file a petition for either EB-2 or EB-3 classification. </p> <p>Who Qualifies for EB-2? </p> <p>A foreign worker qualifies for an EB-2 petition, if he or she: </p> <p>1.) Has an approved labor certification, unless waived through a National Interest Waiver; AND </p> <p>2.) Possesses an advanced degree and the job offer requires a person with an advanced degree. To minimally qualify for an advanced degree the foreign worker must have a baccalaureate degree accompanied by at least 5 years of post-baccalaureate progressive experience; OR </p> <p>3.) Possesses an exceptional ability and the job offer requires a person of exceptional ability. </p> <p>Under the EB-2 classification the Labor Certification requirement may be waived if the criteria can be met through documentary evidence that it is in the national interest to do so called the National Interest Waiver. </p> <p>Who Qualifies for EB-3? </p> <p>A foreign worker qualifies for EB-3 if he or she: </p> <p>1.) Has a labor certification approved, AND </p> <p>2.) is a professional where the worker holds a U.S. baccalaureate degree or equivalent foreign degree and evidence that a baccalaureate degree is required for entry into the profession; OR </p> <p>3.) Is a skilled worker who possesses the minimum requirement of 2 years of training or experience. </p> <p>STEP 3 - ADJUSTMENT OF STATUS </p> <p>A foreign worker may file an application for Adjustment of Status to gain permanent residency if he or she is in the United States, have not been out of nonimmigrant status for 180 days or more, and visa numbers are available to him or her in his or her Employment Based Preference category. Visa numbers represent the numerical limitation established by the State Department of persons allowed to immigrate to the United States within each preference category. If too many petitions are filed subscribing to a particular EB category, then visa numbers for that category may run out resulting in a backlog, i.e. a waiting list develops. </p> <p>Concurrent Filing of Visa Petition and Application for Adjustment of Status </p> <p>The visa petition (Form I-140) and application for Adjustment of Status (Form I-485) may be concurrently filed if visa numbers in a particular Employment Based preference are currently available. Otherwise, only the Visa petition (Form I-140) may be filed but not the Application for Adjustment of status (Form I-485). </p> <p>CONCLUSION </p> <p>There are many elements to consider when hiring a foreign national. A missed element or mishap in procedure is the difference between a successful and unsuccessful application or petition. A basic understanding of the immigration and labor certification process allows an employer to be become better informed to make decisions in meeting the challenges of global recruitment. </p> <p><br />About The Author </p> <p>John Mei is an immigration attorney and partner with the law firm of Danziger and Mei, LLP located in Woodland Hills, California. Mr. Mei provides clients with solutions in the area business immigration law. He represents multi-national corporations, start-ups, publically traded companies, hospitals, universities, and foreign investors. Mr. Mei has authored numerous articles related to business immigration. He is admitted to practice law in California and is an active member of the immigration and business law sections of the Los Angeles County Bar Association. Website: <a href="http://www.danzigermei.com/">http://www.danzigermei.com/</a> Email: <a href="mailto:johnmei@danzigerlaw.com">johnmei@danzigerlaw.com</a> </p> <p><br /><a href="http://www.articlecity.com/articles/legal/article_1079.shtml">http://www.articlecity.com/articles/legal/article_1079.shtml</a></p> </article> <article> <h1>Employee Benefits – Right Or Privilege</h1> <p>MySolutionSpot Editor — Sat, 12 Jul 2008 03:39:13 GMT</p> <p>Over the years, one of the most important factors candidates cited in searching for employment was benefits. Surprisingly this was second to salary. Considering the high cost of healthcare and prescriptions, benefits have played a vital role in the way people look for jobs. Unfortunately, in recent years, we have seen a decline in the benefits being offered. Companies are finding it difficult to keep pace with the rising costs of insurance and other employee benefits, forcing them to either reduce or eliminate their offering. </p> <p>Many believe that employees are entitled to benefits, feeling it is the company’s responsibility to offer some level of support. Others believe that employee benefits are a privilege not a right. For this group, they believe that any offering is better than nothing at all. Adding further fuel to this hotbed issue – the number one reason that people file for bankruptcy is medical bills. So, what is the truth about employee benefits – is it a right or a privilege? </p> <p>Let’s begin by addressing the many inaccuracies and misconceptions relating to employee benefits. Myth: For Only large companies are required by law to provide benefits. Truth: The truth is that while some benefits are mandated, the majority are not. Standard benefits such as healthcare, holiday pay, and vacation are routinely offered by companies of all sizes as part of a benefits package. While most companies do offer some or many of these benefits, from a legal standpoint, these “benefits” are not actually governed by the law. </p> <p>In a competitive marketplace, employee benefits can be the deciding factor for many candidates. Organizations offer these benefits in order to attract and retain high quality employees. Business owners know that providing perks to employees is a worthwhile investment to attract a higher caliber of employee. Therefore, while the company has to spend significant money to provide this type of coverage, they do so as an investment to growing business, and attracting and retaining a talented workforce not because they are required to do so. Today’s world is highly competitive. Individuals who have graduated with a BA or even MBA usually only work for top companies. This means that for small to medium size organizations to compete they have to find creative ways to make the opportunities more appealing. <br />Another misconception is that people are entitled to time off for vacation. Again, this is something offered, not mandated by law, as most people believe. Now, when it comes to receiving vacation time, if it is provided by the employer, it must be treated in the same way as wages, being earned daily, which is law. The other factors protecting the employee from accrued vacation is that once it is earned, the company cannot renege by taking it back and if the employee leaves the company, regardless of termination or voluntary leave, he or she must be paid earned income. <br />The examples listed below will provide you with an idea of what is the employee’s right versus privilege: </p> <p>• Any company with a minimum of one employee is required to provide unemployment insurance, which is covered 100%, meaning the employee pays nothing. </p> <p>• Workmen’s Compensation – This too must be provided for any company with one employee to include disability income, medical benefits, and time off, paid for by the company at 100%. </p> <p>• Pregnancy Disability Leave – For companies with a minimum of five employees, reasonable accommodation must be provided, typically between four and eight weeks. </p> <p>• Vacation – This benefit is not required under current law although any vacation must be accrued and paid out to the employee upon separation from the company.</p> <p>• Sick Pay – Again, by law, this is not required. However, under the Federal Medical Leave Act (FMLA), employees under certain circumstances would be provided time off (up to 12 work weeks within a 12 month period) without pay while the current job is protected. FMLA would cover issues pertaining to death in the family, medical leave, adoption and serious health issues of immediate family members. </p> <p>• Holiday Pay – This too is at the discretion of the company and not mandated. </p> <p>• Pension and Retirement – While this would not be mandatory, any coverage provided would need to follow strict ERISA regulations and tax laws. </p> <p>• Healthcare Insurance – Finally, health insurance is not required by law. However, when coverage is offered, it would fall under the direction of COBRA, Cal-COBRA, and HIPPA regulations. </p> <p>As you can see, most employee benefits are in fact a privilege and not a right. While job seekers and employees might deem it unfair or even immoral, it is what the law currently states. Having an understanding of the law, enables you to tailor and market your employee benefits package appropriately highlighting the perks that your company can offer.</p> <p>About The Author </p> <p>Richard A. Hall is founder and President/CEO of LexTech, Inc., a legal information consulting company. Mr. Hall has a unique breadth of experience which has enabled him to meld technology and sophisticated statistical analysis to produce a technology driven analytical model of the practice of law. As a busy civil trial attorney, he was responsible for the design and implementation of a LAN based litigation database and fully automated document production system for a mid-sized civil defense firm. He developed a task based billing model built on extensive statistical analysis of hundreds of litigated civil matters. In 1994, Mr. Hall invented linguistic modeling software which automatically reads, applies budget codes, budget codes and analyzes legal bill content. He also served as California Director and lecturer for a nationwide bar review. Mr. Hall continues to practice law and perform pro bono services for several Northern California judicial districts. </p> <p><a href="http://www.lextech.us/">http://www.lextech.us/</a> </p> <p><a href="http://www.articlecity.com/articles/legal/article_928.shtml">http://www.articlecity.com/articles/legal/article_928.shtml</a></p> </article> <article> <h1>Communication Challenges - Listening, Writing, Reading as a Business Professional</h1> <p>Gayley Knight — Sat, 12 Jul 2008 03:39:41 GMT</p> <p>I’ve had 2 communication challenges in one day. Is this a gender thing? Maybe, but it may be more in how we listen. Here are the 2 challenges I encountered, with my thought on why communication seemed to fail, then a bit of business advice. </p> <p>Challenge One: Directions Needing to know what directions to take, I asked someone in the neighborhood. He said “go to the exit that says Route 50 and take the airport exit.” Relying on my intuitive sense of direction, I asked, “that means when I get to Route 50, I’ll go left?” His response was, “no, you'll go right.” So, intuition not withstanding, I went right only to discover I needed to go left. </p> <p>Challenge Two: Email I emailed a web site (it was linked text, not a proper web site URL) to some friends. Admittedly, the email was a bit cryptic as my subject line said “don’t let the blank page startle you - move your mouse.” The body of the email had a link to a Jackson Pollock drawing web site (again, note, I did not send the URL). The response from more than one recipient was, "Was moving my mouse supposed to do something? It didn’t.”</p> <p>In challenge one, the directions were clear, so the person providing them thought, as the exit ramp was to the right. Only after I was on the ramp, was I to go left. Each of us made some assumptions about the other's knowledge base. In challenge two, the cryptic subject line led many recipients to think they only had to move the mouse for something to occur. Would you have been in this group? Or would you have clicked on the link and then moved your mouse? I made an assumption that everyone was on the same page as I was -- but not everyone had the benefit of knowing what I expected. This brings us to business email. </p> <p>Communication is difficult already. Email is short and often cryptic and that adds to the difficulties. Consider this when writing, talking, and using language. Messages are often misunderstood or reacted to based on your own experiences. Think before you speak or write. Take the professional approach and write your business emails much as we used to write business emails. And don't take unexpected responses personally. It's about business, and a professional approach and reaction will win each time.</p> </article> <article> <h1>Writing Skills Can Make a Difference</h1> <p>jen mercer — Tue, 13 Jan 2009 21:33:40 GMT</p> <p> </p> <p class="MsoNormal"><span style="font-family:Arial;"></span></p> <p class="MsoNormal"><span>Writing is a necessary form of communication and in many cases, the only way to communicate. Whether it is a memo or email to co-workers, blogging on a Web site, providing feedback or selling your idea for a new business, it is all written communication. Writing can be a very effective skill and can be the difference between getting your desired result and not. But there can be problems with it as well. </span></p> <p class="MsoNormal">The problem with writing is that there is no way to take it back. Opinions of you can be formed based solely on your writing skills. This presents many challenges for the writer. Your spelling, grammar, style of writing and wording are all criticized. </p> <p class="MsoNormal">There are steps you can take to assist you in making your writing more effective. One way is to organize writing. Another way is to watch your writing style. And lastly, proofread your work before allowing it to be seen.</p> <p class="MsoNormal"><span style="text-decoration:underline;">Organizing</span></p> <p class="MsoNormal">I start any writing project by deciding what I want to accomplish by this piece writing. Am I trying to persuade someone to my way of thinking? Am I complaining about a product or service I received? It is hard to get your point across if you don’t know the point you are trying to make. Now it’s time to organize your thoughts.</p> <p class="MsoNormal">Developing an outline of what you want to say will help you say what you want to say and not go off on tangents and confuse your readers. All outlines should have an introduction, a body, and a conclusion. Within these three headings, make notes of what you want to say. Once you have that written down, review it to make sure that the order you are presenting the information is correct. </p> <p class="MsoNormal">Use in the introduction to give your readers an idea of what is to come in the body of the written work. The body should contain what you want to say. You can present concrete evidence to supports your ideas but stay away from generalizing. The conclusion is the bow on the package. It is your last chance to obtain your goal – to make the point you wish to make. You want to summarize the document in its entirety. Therefore, if your goal is to receive something, now is the time to ask for it.</p> <p class="MsoNormal"><span style="text-decoration:underline;">Style</span></p> <p class="MsoNormal">Everyone has there own style of writing. Some style tips you should consider are:</p> <p class="MsoNormal"> <ul> <li>Avoid slang or jargon.<br /></li> <li>Avoid abbreviations unless they are previously defined in your writing.<br /></li> <li>Spell correctly<br /></li> <li>Numbers should be written out when the number is less than 10 or used to start a sentence.<br /></li> <li>Use active voice, not passive.<br /></li> <li>Keep words simple and sentences short; don’t be wordy.<br /></li> </ul> </p> <p class="MsoNormal">These tips do not cover every area. However, they will help you convey a clear message to your readers.</p> <p class="MsoNormal"><span style="text-decoration:underline;">Proofread</span></p> <p class="MsoNormal">The most important thing to remember is to proofread your work. Use a dictionary to double check your spelling and a thesaurus to find different ways to deliver the same message without repetitively using the same word. Also look for words that are spelled correctly but used incorrectly. For me, I tend to type “form” instead of “from”. Spell checker will not catch this mistake since the word is spelled correctly. The misspelling may have a negative impact on the reader’s perception of you and/or your business. If time allows, put down your document and look at it again the following day. A fresh set of eyes will help you see things that you may have overlooked the day before. </p> <p class="MsoNormal">I also find it helpful to have someone else, who knows little to nothing about what I am writing, read my document. Once they are done, I solicit their thoughts and reactions. Many times their feedback is very helpful in identifying areas that need work.</p> <p class="MsoNormal"><span>Written communication is a part of our daily life. The difference is how effective your written communication is. If you want to improve the effectiveness of your writing, there are classes you can take either online or at a local college.</span></p> <p> </p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>10 Important Tips to Ensure You Hear Your Employees</h1> <p>Julia Dalton — Sat, 12 Jul 2008 03:39:41 GMT</p> <p>Communication is one of the most important tools managers and business owners have to ensure their success. It touches every area of the business including interaction with employees and peers. It is crucial to creating an atmosphere and leadership style that people feel comfortable in and are motivated to work.</p> <p class="MsoNormal">One of the most important tips I have learned throughout my career is in order to be an effective communicator and leader you must learn to listen, and I mean really HEAR people. Here are 10 tips that I have picked up that will help you become a better communicator and as a result a better leader through listening.</p> <ol> <li> <div class="MsoNormal"><b>Stop Talking!</b> This is sometimes the most difficult one for people to overcome. It is incredibly difficult to really listen to someone if you continue to talk, so be quiet and let them speak.<br /></div> </li> <li> <div class="MsoNormal"><b>Make them feel at ease.</b> Create and environment in which people have the space and time to speak their mind. You can do this by how we look at them and how we have positioned ourselves. If you relax, chances are they will as well.<br /></div> </li> <li> <div class="MsoNormal"><b>Show them that you WANT to hear them.</b> Your nonverbal cues can make a big difference. Look at them and nod when you agree, ask them to explain further if you don’t understand. Take the time to listen to what they are saying instead of just waiting for your turn to speak.<br /></div> </li> <li> <div class="MsoNormal"><b>Remove ALL distractions.</b> A good listener cannot read emails, review paperwork or answer phone calls during a conversation. Show the person you are committed to the conversation by avoiding all of these things and giving them your full, undivided attention.<br /></div> </li> <li> <div class="MsoNormal"><b>Show empathy.</b> It is important that you take a moment to try to understand where the person is coming from especially if they are telling you something personal or even something you disagree with. Take the time to look at it from their perspective and try to understand their point of view.<br /></div> </li> <li> <div class="MsoNormal"><b>Be patient.</b> It is not easy for everyone to readily find the right words to say, make a point, or even clarify their point of view. Regardless, it is important that you stay patient with them and do not demonstrate impatience or try to jump in with your reply simply because you are unable to wait for them to finish speaking.<br /></div> </li> <li> <div class="MsoNormal"><b>Keep your emotions in check.</b> Sometimes what people say can stir up an emotional response in you. It is important that you continue to listen carefully to what the other person is saying and pay attention to their intent and meaning. Often when we observe an emotional response, we tend to miss critical parts of what is being said to us.<br /></div> </li> <li> <div class="MsoNormal"><b>Be slow to argue or criticize.</b> More than likely there will be times when you disagree with an employee. If you respond with anger or criticism it can put them on the defensive, which will shut down the openness of communication. If you openly criticize or disagree with your employees, it can damage the effectiveness of any future communication with them.<br /></div> </li> <li> <div class="MsoNormal"><b>Ask questions.</b> Don’t leave a conversation without fully understanding what the other person was trying to say. Engage in the conversation and ask questions, have them explain more if you don’t understand. Doing this will help ensure you have a complete understanding of what was said and it shows interest in getting the most out of that conversation.<br /></div> </li> <li> <div class="MsoNormal"><b>Make eye contact.</b> Shifty eyes and continuous side glances generally make people uncomfortable and unsure if you really want to be in the conversation. Keep good eye contact (not a stare) when someone is speaking to you and when you speak to show your attention is on them.<br /></div> </li> </ol> <p class="MsoNormal">As a general rule, try to focus on mastering one or two of these tips at a time so not to become overwhelmed with a new communication style. By putting some of these tips into practice you will increase your skills as an effective communicator and begin to see noticeable results with your conversations with both peers and employees.</p> </article> <article> <h1>Actions Really Do Speak Louder than Words</h1> <p>jen mercer — Wed, 21 Jan 2009 13:23:16 GMT</p> <p> </p> <p>As a small business owner, you interact with your employees almost everyday. Non-verbal communication, which includes your facial expressions, eye contact, body movement, posture, personal space, and speaking ability, can speak louder to your employees more than your actual words. Your body language can help reinforce what you are saying, which in turn will help you successfully function as your business’s leader. Your non-verbal communication also displays your attitude and feelings, so it is important to avoid body language that can contradict the words that you are saying.</p> <p>Your face tends to convey your emotions to your employees. Smiling, yawning, frowning, or raising your eyebrows will all be noticed. Smiling demonstrates that you are friendly and approachable, so your employees will be more likely to react favorably to what you have to say.</p> <p>Eye contact is the strongest features of non-verbal communication and can be very powerful. It can display your emotion, suggest interest or lack thereof, and let the recipient know when to talk or finish speaking. It also helps regulate the flow of the conversation. Using good eye contact displays interest and concern, and it increases your credibility with your employees.</p> <p>Standing side-by-side with someone can display that you are cooperative and view the other as a colleague, while competitors tend to stand face-to-face. Crossing your arms can imply that you are not interested in or are close-minded towards what someone is saying. You also do not want to speak to people with your back turned or while looking at the floor or ceiling. This also communicates your disinterest in what is currently being discussed. Your posture when standing can tell your employees how you feel about the subject you are discussing. You can display that you are receptive to what your employees tell you by standing erect. </p> <p>Personal space is the invisible area around you that you place between you and other people. You know who you want and do not want inside your space. Invading someone’s personal space can negate anything you say to them. If your employee is backing away from you during a conversation, you are probably invading their personal space.</p> <p>Your tone, the speed at which you are speaking, and the quality of your voice can change the effectiveness of what you are saying to your employees. If you speak very fast, it can demonstrate a level of urgency to get through what you have to say and move on. A strong, engaged tone of voice can project confidence, while stuttering or mumbling conveys that you are struggling with a topic.</p> <p>Communication occurs on many levels. You want your verbal and non-verbal communication to correlate so that your employees are not receiving a mixed message from you. Everyone knows how to speak the words, but non-verbal skills need to be understood and practiced for communication to be most effective. </p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>Eliminating CYA: A New Management Paradigm</h1> <p>Charles Nagel — Tue, 24 Feb 2009 15:52:22 GMT</p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">In my opinion, there are few things that will make the life of a business owner or manager more miserable than what you are about to read in this article. The president of a small business wears many hats dealing with personnel, financials, sales, production and numerous other parts of the company. </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">As a turn-around consultant, I cannot tell you how many times I have had business principals say, “I just cannot keep my head above water. If it’s not people then it’s customers and if it’s not customers then it’s sales or some other problem coming from left field. It just never seems to end.” All roads lead to the top. And as the company’s leader goes, so goes the company. That’s the way it is. </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">So if the top leader is over-stressed then it trickles down to all parts of the company. It is in the company’s best interest that the head man or woman is under control, manages stress and performs at a high level.<span> </span>The following is one of the biggest problems I’ve encountered most while dealing with small companies and it makes managers nuts. So let’s look at the problem and a different way of addressing it.</span></p> <p class="MsoNormal" style="text-align:center;" align="center"><b><span style="font-size:12pt;line-height:115%;">CYA (covering your ass)</span></b></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">How many times have you heard employees blame one another for some snafu? In most companies, and I do mean most, this is standard operating procedure. It can be called empire building, climbing the corporate ladder, making your way to the top or any number of other labels. Every company I have gone to help says the same thing, “We have a great team. Everyone gets along real well and helps each other out.” Right! Try to find out what is really going on behind the scenes and you will uncover a completely different story in most cases. </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">This single problem will cost you more money, time, effort and mental illness than anything else. And by the way, we wouldn’t need employment contracts, counseling, agreements, conflict training, mediation and all the other legal stuff if humans just did what they said they would do. We humans have issues living and working together. That’s the one reason HR departments exist, to service the humans in the company. </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">This problem starts at the top. Failure to establish a certain culture is like putting a bunch of 5 year olds in the same sand box. What happens is human nature. But all the manager wants is the straight truth about what is happening and for everyone to play nice in the sand box, work as team, solve problems and make money. You cannot write enough operational contingency rules to legislate proper behavior. You have to establish boundaries. That is the key.</span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">If this is a problem at your company I would like to invite you to consider a new possibility. It’s a little different, some might say radical, but it has worked for me. The employees really like it once they see it’s real and I’m actually going to stay the course. Of course, I have to disclaim that <i>“what you are about to read is only my opinion and should only be considered my opinion. Neither I nor my company shall be liable for any results you may or may not achieve in applying any or all of the concepts written in this article.” </i></span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">Try these 4 boundary rules:</span></p> <p class="MsoListParagraphCxSpFirst" style="margin-left:0.25in;text-indent:-0.25in;"><span style="font-size:10pt;line-height:115%;"><span>1.<span style="font-family:'Times New Roman';font-style:normal;font-variant:normal;font-weight:normal;font-size:7pt;line-height:normal;font-size-adjust:none;font-stretch:normal;"> </span></span></span><span style="font-size:10pt;line-height:115%;">You must never, ever tear down an employee in the public, or even private, forum. Nothing will close your employees off faster and cause them to commit CYA than the fear of being hammered in front of their peers. It’s a morale killer. You will never get their best ideas because they will be angry and will fear being attacked for an idea that you don’t like. Fear of failure is very powerful motivator, but in the wrong direction. </span></p> <p class="MsoListParagraphCxSpMiddle" style="margin-left:0.75in;text-indent:-0.25in;"><span style="font-size:10pt;line-height:115%;"><span>a.<span style="font-family:'Times New Roman';font-style:normal;font-variant:normal;font-weight:normal;font-size:7pt;line-height:normal;font-size-adjust:none;font-stretch:normal;"> </span></span></span><span style="font-size:10pt;line-height:115%;">The Solution: Tell your employees that you understand they are human and will make mistakes. You know it and they know it. Inform them that from this point forward you will not attack them for making a mistake.<span> </span>What you do want is that they let you know there is a problem and when they do inform you of it, they offer a few suggestions to mitigate the problem. But you aren’t going to hammer them for an honest mistake. You just want the truth and some ideas to deal with the issues.</span></p> <p class="MsoListParagraphCxSpMiddle" style="margin-left:0.25in;"><span style="font-size:10pt;line-height:115%;"> </span></p> <p class="MsoListParagraphCxSpMiddle" style="margin-left:0.25in;text-indent:-0.25in;"><span style="font-size:10pt;line-height:115%;"><span>2.<span style="font-family:'Times New Roman';font-style:normal;font-variant:normal;font-weight:normal;font-size:7pt;line-height:normal;font-size-adjust:none;font-stretch:normal;"> </span></span></span><span style="font-size:10pt;line-height:115%;">Set a policy that encourages staff members to share problems and collaborate on solutions. Make sure you convey to the entire staff that this is what you want to happen. One of the things I’ve used very successfully is to tell the staff, “in my opinion, and my opinion counts quite a bit, one person does not have to lose for another to win. In fact, that’s how I expect <span style="text-decoration:underline;">us</span> to work”. We are talking about building a team and you must remove all reasons to undermine each other’s work and effort. And when an employee gives the new policy a test drive by being bold enough to enter your office and be honest with you, then you absolutely must tell them this is precisely what you were looking for and then work on the solution together. Your staff will start solving most of the problems before you know about it because they know it’s a safe place to work and create solutions.</span></p> <p class="MsoListParagraphCxSpMiddle" style="margin-left:0.25in;"><span style="font-size:10pt;line-height:115%;"><span> </span></span></p> <p class="MsoListParagraphCxSpMiddle" style="margin-left:0.25in;text-indent:-0.25in;"><span style="font-size:10pt;line-height:115%;"><span>3.<span style="font-family:'Times New Roman';font-style:normal;font-variant:normal;font-weight:normal;font-size:7pt;line-height:normal;font-size-adjust:none;font-stretch:normal;"> </span></span></span><span style="font-size:10pt;line-height:115%;">It must be made known to the entire staff that you will not tolerate complaining or under-mining another staff member. Like this: “If you see another colleague wrestling with a problem or mistake, I expect you to <span style="text-decoration:underline;">proactively</span> lend a hand. I don’t want to hear a single word about their error <span style="text-decoration:underline;">unless</span> together you have not been able to address and fix the issue or actually need to discuss it with me. I expect this entire staff to support each other. If you won’t collaborate like this please pack your things, resign and thank you for your work to date.” Trust me, you don’t want them anyway. If it looks like a duck and walks like a duck and quacks like a duck then it’s a DUCK! Let the cancer leave.</span></p> <p class="MsoListParagraphCxSpMiddle"><span style="font-size:10pt;line-height:115%;"> </span></p> <p class="MsoListParagraphCxSpLast" style="margin-left:0.25in;text-indent:-0.25in;"><span style="font-size:10pt;line-height:115%;"><span>4.<span style="font-family:'Times New Roman';font-style:normal;font-variant:normal;font-weight:normal;font-size:7pt;line-height:normal;font-size-adjust:none;font-stretch:normal;"> </span></span></span><span style="font-size:10pt;line-height:115%;">Now this is something I’ve done (and you will want to consult your attorney and think hard about this one) but I can tell you I have never had to use it. But everybody knows it’s there. Every employee is told, “I have a zero (0) tolerance for CYA. That means if I find out you are CYA I will walk you to the door immediately. No discussion, no dialog, no excuses, no reasons. It’s over. It is considered lying, deceit and insubordination. Do you understand what I am saying? Are you willing to adhere to operating in this manner? If you will operate like this then I will operate according to items 1, 2 and 3.” It generally scares them when they hear this. But, if you give them items 1, 2 and 3 above, and you really follow through, then they have no need to fear. Of course, they want to see these things in action so you must execute items 1 - 3 each and every time. That’s 100% of the time. There is no place for hypocrisy on this. </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">Employees must have the ability to succeed AND fail. They are going to make mistakes so you might as well remove the issue that sends the <span style="text-decoration:underline;">real</span> problems underground.<span> </span>Of course, if you are not building a new company where it’s easier to put this in place, you might get pushback from a few of the staff. You must be fair but firm yet give it some time to take root. </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;">You want their best ideas and best efforts. Remove fear of failure from your company and the watch the office start to buzz with new enthusiasm. Remember, a safe haven is important for growth and creativity. And if this were really happening in your company right now, wouldn’t your frame of mind take a turn for the better? The little human craziness and pettiness would begin to shrink and that’s a big help to your sanity as the manager not to mention the productivity improvement benefits.<span> </span>Keep your staff enthusiastic and happy by promoting a creative, collaborative environment and see productivity soar.</span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;"> </span></p> <p class="MsoNormal"><span style="font-size:10pt;line-height:115%;"> </span></p> <p> <span style="font-size:10pt;line-height:115%;font-family:'Calibri','sans-serif';">Charles Nagel is the CEO of </span><span style="font-size:11pt;line-height:115%;font-family:'Calibri','sans-serif';"><a href="http://www.qvinci.com/"><span style="font-size:10pt;line-height:115%;">Qvinci™ Software</span></a></span><span style="font-size:10pt;line-height:115%;font-family:'Calibri','sans-serif';">, a small business management and intelligent dashboard solution.<span> </span>For the last twenty years, he has been a successful entrepreneur, business consultant, and business owner.<span> </span>As the CEO of Qvinci™ Software in San Marcos, TX, Charles gives the strategic direction and focus for the company providing a pragmatic approach to building the company and empowering its people.<span> </span>To see more articles from Charles, please visit </span><span style="font-size:11pt;line-height:115%;font-family:'Calibri','sans-serif';"><a href="http://qvinci.wordpress.com/%20%20"><span style="font-size:10pt;line-height:115%;">http://qvinci.wordpress.com/ </span></a></span></p><div style="clear:both;"></div> </article> <article> <h1>Employee Benefits</h1> <p>MySolutionSpot Editor — Sat, 12 Jul 2008 03:39:13 GMT</p> <p> Does employee benefit administration have you more confused than ever? If so, it's no wonder. Even a simple employee benefit plan can create mounds of paperwork and management problems for businesses. To make matters worse, it has become increasingly difficult for businesses to compete in today's labor market without offering an employee benefit program of some kind. Most employees today expect full employee benefits and many believe they should receive benefits equivalent to a federal employee benefit program. Even employees that work for minimum wage commonly expect to receive employee benefits similar to the Wal Mart employee benefit program. </p> <p> </p> <p>Whether you like it or not, employee benefits have become a must have for most employers. Not only does offering employee benefits help you to keep up with the competition, but it can also be a good way to attract and retain quality employees as well as promote teamwork and morale in your organization. </p> <p>If you are considering offering an employee benefit plan to your employees in order to remain competitive and retain quality employees, it's important to understand the key components of a plan and employee benefit management. </p> <p> </p> <p>So, what is the minimum employee benefits you should offer? Take a look at the basics below. </p> <p> </p> <p>Health benefits are considered to be the core of any employee benefit plan by most employees. Today most employers offer a choice between either an HMO or a PPO and cover approximately 80% of the premium for their employees as well as the dependents of their employees. You may also consider offering dental and vision coverage. </p> <p> </p> <p>The other key component of an employee benefits program is a savings program. By and far, the most popular plan of this type is the 401(k) savings plan. Keep in mind that you can offer a 401(k) to your employees without actually contributing any funds yourself. If you do choose to generously make contributions to your employee's savings plan, you might consider setting a cap out amount. For example, you might agree to contribute no more than $1000 a year per employee. That is quite standard among most small businesses that offer this type of plan. </p> <p>While health and savings benefits comprise the core of most employee benefit plans, it's important to recognize that you can be flexible when designing an employee benefit program. Many employers today are offering employee benefits in a most creative way to satisfy the emerging unique interests of their employees. For example, many businesses are now offering onsite child care, pet insurance, domestic partner benefits and meal reimbursements for employees that typically put in overtime. </p> <p> </p> <p>Matt Bacak became "#1 Best Selling Author" in just a few short hours. Recent Entrepreneur Magazine’s e-Biz radio show host is turning Authors, Speakers, and Experts into Overnight Success Stories. Discover The Secrets <a href="http://promotingtips.com">http://promotingtips.com</a> </p> <p> </p> <p><a href="http://www.articlecity.com/articles/business_and_finance/article_4290.shtml">http://www.articlecity.com/articles/business_and_finance/article_4290.shtml</a></p> </article> <article> <h1>Are you ready for EFCA?</h1> <p>Victoria Wors — Sun, 04 Jan 2009 20:33:50 GMT</p> <p> </p> <p> Very shortly we will install Barack Obama as the new President fo the United States, certainly we are all anxious for a new appraoch to the problems we are experiencing and as a people we have great hope in his leadership. There is, however, a piece of legislation awaiting passage in the Senate which he has stated he will sign when he becomes president, this legislation is known as the Employee Free Choice Act or EFCA. Many business organizations refer to this act as "card check". Mr. Obama was an original sponsor of this bill which in it's present form will eliminate the right of employees to a secret ballot election monitored by the National Labor Relations Board in union organization attempts. </p> <p>As a seasoned Human Resources and Organizational Development professional having negotiated over 80 labor agreements and having worked with over 12 different unions in my career, I am concerned that the business community is not prepared for the inevitable passage of this bill. In essence, the bill will reduce an employer's ability to address issues that arise out of a union organizing campaign, it will expose employees to pressure tacitcs by union organizers to sign authorization cards whether they want to or not, it increases severely penalities upon employers for actions taken during organization, and it will force acceptance of a labor agreement within 120 days of a union becoming certified or risk having an arbitrator set the wages, conditions and hours of employment for the employer.</p> <p>My consulting business has been contacted by other groups to work with businesses that are "targets" for unionization. We will review human resources practices, assess personalities of managers and supervisors to identify areas of weakness and we will guide and coach our clients to build better communication with employees. Imporving communication with employees is the essential element to remaining "union free". </p> <p>Don't be caught off guard, be aware of your employee's needs and address these needs before a third party offers to address them. The best defense is a great offense.</p><div style="clear:both;"></div> </article> <article> <h1>Alternative Work Arrangements</h1> <p>Curt Brekke — Mon, 10 Nov 2008 19:32:17 GMT</p> <p> </p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:15pt;color:#8e0502;font-family:Verdana;mso-bidi-font-family:Verdana;"> </span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Each generation brings a different view to the workplace. Whether it is a senior manager on the verge of retirement or a fresh graduate just entering the workforce, businesses today are expanding from a traditional 9:00 am - 5:00 pm workday. Responding to employees' needs such as time off to handle medical issues, care for family members, or pursue higher education, may necessitate a flexible work arrangement outside of using vacation time, sick time, or taking a leave of absence.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">How then does an employer respond to the increase in requests from employees who desire alternative work arrangements? Flexible schedules can pose challenges in communication, may not be available to all the employees within the organization, can increase overtime expense and make it difficult to track employee productivity and attendance. However, for employees who need to balance their personal and professional lives, and for employers who need to control costs due to employee turnover, flexible scheduling may be necessary.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Overall, a shift in perception about providing flex time is occurring. Historically, companies focused only on the factors that directly affected the company "bottom line." Older generations shared that focus and sacrificed their personal lives to achieve that overall goal. Employers are now acknowledging that flexible scheduling may be necessary to accommodate the retiring generations on their way out, as well as the newer generations stepping up the ladder.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">A Benefit, Not an Expectation</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">While the benefits may appear clear to the employee, the employer must justify this arrangement as a benefit for the company. One tangible benefit for a company involves employee retention. Giving employees the opportunity to balance work and personal lives can serve both parties; the employee feels valued and the employer reduces the risk of losing an important member of the team. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">A less tangible benefit can be measured by a decrease in overhead costs. Employees working flexible schedules can share equipment such as computers, phones and desk space. For industries that accommodate customers in multiple time zones, calls can be responded to for more hours, thus increasing the opportunity to sell and service clients.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Job Sharing</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Job sharing is a unique work solution for employees and employers. Job sharing is being used as a solution for countless situations; traditional part-time employees are being paired together to complete the same job with rotating shifts, executives are paired to divide and conquer clients, and more. Job sharing can be introduced as a solution where the company demands full-time hours but wants to accommodate a flexible work schedule.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">There are three types of a job share accommodations:</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Calibri;mso-fareast-font-family:Calibri;mso-bidi-font-size:8.5pt;"><span style="mso-list:Ignore;">1.<span style="font:7pt 'Times New Roman';"> </span></span></span></b><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Sharing responsibility</span></b></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">There is no separation of duties. Both parties are interchangeable. This method requires a high degree of cohesiveness between the job share partners and demands excellent communication.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Calibri;mso-fareast-font-family:Calibri;mso-bidi-font-size:8.5pt;"><span style="mso-list:Ignore;">2.<span style="font:7pt 'Times New Roman';"> </span></span></span></b><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Dividing responsibility</span></b></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">When work can easily be split into different roles and/or the job share partners do not know each other well, dividing the job is a good option. This method works well when there are multiple clients, tasks or projects that can be split up.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Calibri;mso-fareast-font-family:Calibri;mso-bidi-font-size:8.5pt;"><span style="mso-list:Ignore;">3.<span style="font:7pt 'Times New Roman';"> </span></span></span></b><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Unrelated responsibilities</span></b></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Working with the specific skills of each partner, this job share is more similar to having two part-time employees working in the same department. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Telecommuting</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Telecommuting is a rapidly evolving option for employers that are looking to reduce overhead costs. Recent improvements in communications technology allow almost anybody to have secure and controlled access to company systems. Many of the solutions put the employee virtually at a "desk" complete with e-mail, phone and voicemail access- all from a remote computer.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;"> </span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Solutions</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;mso-bidi-font-size:8.5pt;">Flexible work arrangements are changing the landscape of businesses. Employers are seeing the benefits of increased productivity, decreased costs, improved morale and reductions in turnover as a result of instituting flextime. More employees are asking for this type of arrangement in order to better balance their work and home lives. The bottom line is that flex time is here to stay, and as the global village continues to shrink, offering flexibility to employees will soon become a necessity for businesses to survive.</span><span style="font-size:18pt;font-family:Calibri;mso-bidi-font-size:12.0pt;"></span></p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>Keeping an Eye on Internet Usage in the Workplace</h1> <p>Curt Brekke — Wed, 26 Nov 2008 16:15:19 GMT</p> <p> </p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">It is Monday morning and employees are just arriving at work. They have a busy week ahead. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">What is the first thing they do -- log on to their computers.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Even today’s youngest professionals were at the very least alive before the world wide web became popular. How then is our reliance on the internet so strong in the modern workplace? If you use a Blackberry handheld device, you were one of millions of users that experienced total system failure and delays on Tuesday evening of April 17, 2007. A modern office can be crippled by the flip of a switch rendering the most experienced employees virtually ineffective. How did we ever work effectively without the internet? </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Access to inappropriate material, loss of productivity, introduction of viruses on to the network, security risks, and harassment liabilities are just a few of the dangers a company faces by simply giving their workforce access to the internet. Employers have an ongoing challenge to limit (or restrict) these activities and the solutions need to evolve along with the technology.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">It’s everywhere.</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">On average, 40% of employees use the internet while at work for personal reasons. This may involve looking up stocks, checking a bank statement, online shopping, or tracking the score of a sports team. It may be difficult for an employer to justify restricting these activities. We all enjoy that 15 minute coffee break; many will argue that logging into the local newspaper’s website is no different than sitting in the break room with the actual paper itself.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Approximately 40 million Americans have internet and/or email access at work. While this only represents about 1/3 of the workforce, it is growing by leaps and bounds. At the dawn of the digital age, the primary concern had been restricting the access to internal information. Now websites like Google.com and Wikipedia.org, not to mention the ability to connect to others via email and chat, gives us access to an infinite knowledgebase of answers. But what are we</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">asking?</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Log on</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">The first step that companies can take in order to protect themselves is to develop an Acceptable Use Policy (AUP) or similar company guideline. By creating a standard to which all employees are held gives companies a basis to act on. If your employer’s AUP states that they can monitor the websites visited and emails sent on your work station, and employees intentionally visit offensive websites or are caught sending confidential information over email, there is no question that they violated company policy.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">To create an effective AUP it helps to begin by defining who the "owners" of the policy are. That can be an individual or a group. They maintain the responsibility of creating the policy, not enforcing it. It may be helpful to open the doors for everybody in the company to submit anonymous comments, suggestions, or stories about company internet use and take those into consideration when writing the AUP.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">After a policy has been created, it is important to communicate that to the existing employee base (moving forward it should be a part of the hiring process or company "onboarding" process). It is important to have this policy in a place that is accessible to everyone. That may be a company server, posted in a break room, etc. Finally, be sure to have the owners schedule regular reviews of the policy, possibly repeating the entire process when necessary.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">What, how often, and when</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">A more challenging reality is the loss of productivity due to seemingly "harmless" internet usage. "Harmless" is a subjective term and does not mean the same thing to everybody. If "Employee A" sees "Employee B" browsing a website that Employee A finds offensive, Employee A may have the right to file a suit against Employee B, as well as the employer. Employees should ask themselves the following questions:</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Would your employer approve the amount of time you spend on non-essential websites?</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Would it be OK to leave your desk to do the same ‘research’ you’re doing online? (i.e., go shopping for a car, go to the mall, stay in the break room and read the paper for an hour, or stop by the music store to buy your favorite album)</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">If your boss were standing right behind you, would you be doing what you’re doing?</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">The reality is when we are at work, it is assumed that everything we do is being logged,tracked, and reported - and the employer is doing this legally. I know that somewhere on a server in my building there is a log of each website I researched to compose this article. For a complete bibliography, I’d be happy to put you in touch with my company’s IT Director.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Log off</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">In George Orwell’s novel, 1984, London has evolved into a totalitarian government controlled by "Big Brother." The reality is that our relationships with our employers are not equal to our rights as citizens. A Big Brother is necessary, to a certain degree, in the workplace. Unlike the Big Brother in Orwell’s novel, Human Resources and IT departments will go to great lengths to provide you with detailed documents that spell out the allowances and restrictions of your internet usage upfront. As an employee, you should be given full access to read, digest, and understand exactly what your employer plans to monitor or restrict. Whatever your organization’s specific AUP is, remember that while you are at work you are using somebody else’s equipment on somebody else’s time. Most importantly - there is always somebody else watching.</span><span style="font-size:11pt;font-family:Calibri;"></span></p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>Generations - Sharing Space in the Workplace</h1> <p>Curt Brekke — Thu, 20 Nov 2008 20:36:50 GMT</p> <p> </p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">What are Generation Gaps?</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Is corporate America the same now as it was 20 years ago? No. Is what you believed 10 years ago the same as what you believe today? Probably not. Or consider someone who is 20 years old today. Does he or she have different perceptions than someone currently in their 60s? Most likely, yes. These differences in attitudes, values, beliefs and even ways of working together and communicating are referred to as “generation gaps.” Generational differences can lead to misunderstandings and conflict in the workplace.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">For the first time in history, companies are faced with managing <b><i>four</i></b>generations in the workplace. This can present issues! Would you be surprised if you went to greet a job candidate in your lobby and saw that he brought his mother along? This is happening at companies across the nation as recent college grads try to land their first job. Or, how would you react if you were a newly hired manager, and when you asked an employee who’d been at the company for 30 years to put the information you just discussed into an Excel spreadsheet and e-mail it to you, the employee looked at you like you were from another planet? This is also more common than you might imagine.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">The Generations Defined</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">We’ll call the generations, each of which is known by many monikers, <b>Matures, Baby Boomers, Generation X </b>and <b>Millennials</b>. Each of the four generations has its own history that molds attitudes, values, beliefs, work habits and communication styles. Of course, generational descriptions and time-frames should be somewhat loosely interpreted to avoid stereotypes. However, some commonalities exist as a result of the life experiences that have shaped each group’s values and perceptions of work. </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Matures </span></b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">(born before 1946) generally have respect for authority and conformity and grew up in a traditional family style. They are committed to duty, honor and country. This generation faced hard times before experiencing prosperity. For them, going to college was a dream and to communicate, they used rotary telephones and handwritten letters sent by U.S. Mail. Matures include Tom Brokaw, Jack Nicholson, recent Grammy Award winner Herbie Hancock and Senator John McCain. Matures comprise about 5% of the workplace.</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">At work, these employees have a strong work ethic and a “sacrifice the me for the we” team attitude. They do not seek individual recognition but prefer to blend into the team.<span style="mso-spacerun:yes;"> </span>For them, a good job is its own reward.</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Baby Boomers </span></b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">(born 1946-1964) are optimistic, though they grew up when the traditional family style was dissolving. For them, going to college was a given. Communication was done through touch-tone telephones and word processors were used to prepare letters sent via U.S. Mail. Many Baby Boomers are defined by their work and they expected to pay their dues. They went to work for big companies and slowly but surely climbed the corporate ladder. As a result, this generation currently comprises the vast majority of business leaders and bosses in the workplace. Baby Boomers include Bill Gates, Chairman of Microsoft, IBM’s CEO, Sam Palmisano, Oprah Winfrey, George W. Bush, Hillary Clinton and Madonna. </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Some suggestions for managing Boomers include valuing the team concept and giving them face time. They don’t necessarily need individual performance feedback, but do appreciate public recognition by way of plaques, awards and certificates. Be mindful of the fact that Boomers may have a difficult time reporting to younger employees who have not “put in their time” or who “are just interested in the result.”</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Generation X </span></b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">(born 1965-1979) employees feel more comfortable questioning authority than their older cohorts, perhaps because they have witnessed the public disgrace of political and business leaders who broke the rules. They have learned at an early age that happy endings don’t always occur. Many of them grew up with two working parents and they often view a college education as a “way to get there.” This group communicates via PCs and cell phones. Famous Generation Xers include Tiger Woods, Angelina Jolie, San Francisco Mayor Gavin Newsom and Google founders Sergey Brin and Larry Page.</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Generation X doesn’t live to work, they work to live. Unlike older colleagues, they believe they own their time and lease to the company what it needs. Generation X employees rarely retire with a company to get the gold watch, but often switch jobs to build a repertoire of skills and experiences that are portable. Their greatest fear is that they might become stagnant.</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">When managing Generation X employees, give them lots of projects and communicate the desired outcome rather than spending a lot of time on process. Generation X employees respond well when given the necessary resources and a chance to prove themselves. Delegate the outcome to them instead of detailing the individual tasks to get there.</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Millennials </span></b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">(born after 1979) are social and socialized; they grew up with merged families and hanging out at the malls. They view college as extremely expensive and many only know of cell phones, instant messaging and the Internet. This generation witnessed terrorist attacks on America and high school shootings. They are not adults or adolescents, but are rather in an adultolescent phase. For Millennials, the “future” is a short term. Famous Millennials include Facebook founder Mark Zuckerberg, Justin Timberlake, Britney Spears and LeBron James. </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">At work, they enjoy collaborative environments and may look to make friends with their managers. They are extremely technologically savvy and creative, and they maintain close ties (some may say too close) with family, even as adults. They crave feedback and want to know how they fit into an organization.</span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">When managing Millennials, bear in mind that many grew up in a menu-driven society that allows them to make choices without doing the research. They may believe, “if it’s on the Internet it must be true and if it’s not, I don't need it for my term paper.” This has resulted in a lack of critical thinking skills that other groups take for granted. Therefore, delegating specific tasks may get better results. Be ready to clarify your company’s values and culture, and how they contribute to that big picture.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><b><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">How to Bridge the Gap?</span></b></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Leading a department or team made up of four different generations may require at least four different management styles. For example, a Boomer manager may be frustrated by a Millennial employee who leaves work every day at the scheduled departure time because the Boomer manager expects long hours on the job while the Millennial employee is seeking work/life balance. Here are a few tips for managing today’s multigenerational workforce:</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Managers can no longer manage according to their own value system. You must instead manage according to <b>each </b>employee’s value system.</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">When conflicts arise, personal biases must be set aside. Try to be objective,<span style="mso-spacerun:yes;"> </span>understand the communication and work style of each person involved and manage according to the situation and the people involved.</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Remember that an employee’s past experiences cannot be changed, whether that employee is a Mature, Millennial or somewhere in between. </span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Managers should gain an understanding of and acknowledge the validity of each generation’s values.</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">What can be changed, however, is the way a manager motivates his or her employees. A Generation X employee may want time off for a good job, while a Boomer may want a plaque or public acknowledgement. Ask your employees what motivates them and then reward them accordingly.</span></p> <p style="margin:0in 0in 0pt 0.5in;text-indent:-0.25in;line-height:normal;mso-layout-grid-align:none;mso-list:l0 level1 lfo1;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Symbol;mso-bidi-font-family:Symbol;mso-fareast-font-family:Symbol;"><span style="mso-list:Ignore;">·<span style="font:7pt 'Times New Roman';"> </span></span></span><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Use the strengths of each generation for the benefit of the team. For example, have Matures and Boomers teach and mentor Generation X and Millenials. Their institutional wisdom is a precious commodity and their life experiences will add colorful practical examples. Encourage Generation X and Millenials to help their more mature coworkers with technology.</span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;"> </span></p> <p style="margin:0in 0in 0pt;line-height:normal;mso-layout-grid-align:none;" class="MsoNormal"><span style="font-size:11pt;color:black;font-family:Calibri;mso-bidi-font-family:Verdana;">Effective motivation of a cross-generational team enables a manager to draw on all the strengths of his or her team. All team members need to work together collaboratively and remain focused on the same objectives. Also, it’s important to realize that others’ beliefs aren’t better or worse, just different. After all, people with different perspectives always have the potential to bring different thoughts and ideas to a team, and the resulting product can be far superior to the product of a more homogenized group.</span><span style="font-size:11pt;font-family:Calibri;"></span></p> <p> </p><div style="clear:both;"></div> </article> <article> <h1>Setting up a Home Office</h1> <p>MySolutionSpot Editor — Sat, 12 Jul 2008 03:39:13 GMT</p> <p>One of the challenges of working from home is how to draw the line between your personal and professional life. Family members (especially young children) may not understand that you're "busy" when you're just in the house, and may distract you right in the middle of an important call or letter. It may also be near impossible to stay organized and focused when your "work station" also happens to be the kitchen table, your bedroom, or the living room.</p> <p>The most important thing to remember is that you are still working. Like all office environments, you need structure and space. Find a room (preferably with a lock) and equip it with a desk, a comfortable chair, appropriate lighting, a phone, and computer equipment. You may also need a printer, fax, and depending on your business, a scanner. There are some hybrid products that combine these functions, and you can install software that will allow you to receive faxes on your printer. Be sure to invest in cable or DSL as well, especially if your business is web-based.</p> <p>You should set up a business email account; it looks more professional than sending or receiving business correspondence through your personal address, and at least protects your privacy. Your phone line should also be kept separate from your residential line; the last thing you need is your children tying up the phone or even answering it (some clients are put off by this).</p> <p>Do invest in a filing system. Depending on your available space, you can get a small cabinet or even a wicker basket where you can place folders with important documents, receipts, and other records of your business. Go through these at least once a month so you can throw out any papers that you no longer need.</p> <p>Now for office hours. It is recommended that you strictly follow a schedule: the specific times in the day, or days in the week, that you will focus on your work. Why? First of all, you want to have the discipline to shift into "work mode", and the habit of sitting at your desk at those times will steel you from the temptation to "put it off until later". It also helps manage the expectations of other people, who may think that since you follow your own hours that you are at their disposal. You can always say, "Oh, I'm sorry I can't go with you, since that falls within my office hours. But I'm free from (name a time)." </p> <p>Many people who work from home say that it helps them to actually dress up when they're ready to get down to business. It's psychological. It's hard to take yourself seriously when you're sitting in front of the computer in your pajamas; your mind still thinks that you're on a break. You don't have to wear a suit, but at least take a shower, brush your teeth, and put on a comfortable shirt and jeans. If you want, put on makeup as well-if you feel you look good, the confidence and enthusiasm will show in your voice.</p> <p><br />Author Bio<br />Philip Nicosia is the webmaster of Resources.eu.com an online resource centre covering many topics including work at home. </p> <p>Article Source: <a href="http://www.ArticleGeek.com">http://www.ArticleGeek.com</a> - Free Website Content</p> </article> <article> <h1>Traveling Employees and Family Stress</h1> <p>Dale Collie — Fri, 03 Oct 2008 14:48:57 GMT</p> <p>What do you do for families when you're ready to demand a lot from employees? Are families even a part of your plan? Experience shows that stress levels go up when people are concerned about other family members.<br /><br />The military has years of experience in dealing with the stress of long-term training and deployment to combat. These same principles can work for you in your business.<br /><br />As soldiers prepared for war in Iraq, for example, conscientious efforts were made to balance stress control with combat readiness. None of the leaders had to create a positive stress environment to maximize preparation, but the officers and key sergeants knew they had to control the mounting stress to minimize the negative reactions among those awaiting deployment.<br /><br />To help control stress, soldiers were informed of their combat mission and how long they might expect to be away from home, what their working and living conditions would be like, and details about the enemy.<br /><br />Families were informed of what could be expected at home and in Iraq. Additional medical care was provided to all family members to take care of lingering problems.<br /><br />Legal assistance was provided to inform everyone about wills, powers of attorney, and other matters that could be distracting to soldiers and their families after deployment.<br /><br />Financial counseling was made available for anyone who needed to open or close bank accounts or get additional names on signature cards.<br /><br />Whenever possible, soldiers were given additional time off to be with their families. Family counseling was provided to prepare everyone for the soldier's departure, their absence, and their eventual return.<br /><br />Chaplains made every effort to prepare and encourage those who needed spiritual direction.<br /><br />Some people cope well with all of these stressors and some don't. Many see the circumstances as difficult and inconvenient, but others who are just as dedicated become overwhelmed and see the situation as impossible.<br /><br />Therefore, anticipating reactions to stress is important. If stress is prevented or minimized, soldiers enter into situations with a better attitude that is geared more for success.<br /><br />You probably don't need to do all of this every time you expect employees to be away for lengthy periods, but you can adapt the principals to your particular situation. Some things you might do are:<br /><br /> * Include family members in a general information session about your company and what will be accomplished by the employees' travel<br /> * Get professional advice for employees and families regarding special financial situations<br /> * Establish a specific contact person who can assist family members during the employee's absence<br /> * Outline the schedule of expected return for visits or completion of the job<br /><br />Be sure to ask employees and family members about what would help them in completion of the job or for assistance to their families.</p><div style="clear:both;"></div> </article> <article> <h1>Any Such Thing as Positive Stress?</h1> <p>Dale Collie — Wed, 01 Oct 2008 14:59:06 GMT</p> <p>When new soldiers arrive for basic training, they are met by drill sergeants who are specialists at increasing stress.<br /><br />The stern orders and directives might seem like harassment to the poor teenagers who seem unable to do anything right. No matter how hard they try, it is never good enough.<br /><br />The high stress, however, is intentional and part of the training. While there might be some negative reactions, the purpose is to help these soldiers achiever far more than they would ever expect.<br /><br />Drill sergeants know when to coach, when to instruct, when to raise the temperature, and when to use compassion to relieve the stress.<br /><br />By the time the recruits graduate from basic training, they admire and respect these tyrants who manipulate the recruits' stress to help them achieve.<br /><br />Stress can have positive results, especially if it is intentionally structured to reach difficult goals. If you're going to use stress in this way, be sure you know how to turn it off or the approach can backfire and you'll lose your valuable front line employees.</p> <p>Consider each of your leaders and determine whether they know how to use both positive stress and negative stress control.<br /><br />***Follow Dale on Twitter and Linked In - see links in column to the right. </p><div style="clear:both;"></div> </article> <article> <h1>Tough Questions about Workplace Stress</h1> <p>Dale Collie — Wed, 01 Oct 2008 14:56:48 GMT</p> <p>Mission readiness is just as great across corporate America as it is in the military.<br /><br />The bottom-line costs in terms of net profits, missed opportunities, and personnel turmoil are good enough reasons to emphasize stress control, and proper stress control can contribute to business growth and job security for everyone involved.<br /><br />If you want to fulfill your own responsibilities as a leader, you'll want to ask some tough questions about your own organization:<br /><br />1. Are there stressful situations in your organization that need attention?<br />2. Are some people pushed too hard by corporate demands, family situations, or medical problems?<br />3. Are some people unaware of the seriousness of their situation, and do they need professional attention?<br />4. Will your company pay a price for not attending to these individual stress cases, or will it improve by giving attention to the stressors that affect each employee?</p> <p>Get your thoughts together. Prepare a memo about these four questions. Discuss all of this with your decision makers.<br /><br />Follow Dale on Twitter - http://www.twitter.com/dalecollie </p><div style="clear:both;"></div> </article> </main></body></html>