SELF-RELIANCE

HUNT YOUR REAL ESTATE ON THE HOLM (EASY AND QUICKLY) !

noreply@blogger.com (RSON) — Sat, 09 Oct 2010 01:55:00 +0000

There are many consultants help you to find your residential, but just only one deserve you how to give you information about residential new and existing home sales, commercial purchase or leasing, investment property identification, planning and leasing, custom homes and home sites, and relocation services. You can find it now on Scottsdale Real Estate. They are located in Scottsdale and represents buyers and sellers in a variety of Arizona Real Estate transactions. Scottsdale Real Estate has also represented clients in the following cities: Scottsdale, Paradise Valley, Phoenix, Fountain Hills, Carefree, Tempe, Chandler, Mesa, and Queen Creek.

In this Scottsdale Real Estate you can find various residential with any subjects, find a listing you really like, just register and log in with your email account, just see how the Holm Group really help you; provide new listings that you can choose that matching your criteria with the prices update. The Holme Group will help you get an idea of what your home is worth. In this site you can see the 3D view any residential and you must be very pleased that you can not found it in other sites. Just come and joint The Holm Group, take a benefit and work together with the expert.

ENTREPRENEURIAL CYCLE

noreply@blogger.com (RSON) — Sat, 19 Sep 2009 02:38:00 +0000

The alternative to the bureaucratic cycle is the entrepreneurial cycle. Positive political skills involve acting with autonomy and compassion in service of vision, which is very very aligned with the entrepreneurial spirit. The original meaning of politics was to act in service of society. Politics was a high form of public service. Of late it has lost its dignity and been reinterpreted to mean acting in service of self. Politics has become self-serving; thus, the negative connotation. Positive politics is acting to best serve our customers, inside the company and out, letting our actions be an antidote to the cautious, dependent, bureaucratics behavior we are too familiar with. Becoming positively political is to as if the whole organization we are a part of is in fact our own. And if it is my business, then I will be the one to decide what it will become. This mind-set is at the heart of entrepreneurial behavior in our organizations, and it drives our political behavior toward service and contribution. Our goal is to have all members believe and act like this is their organization and to take personal responsibility for how it operates. This begins to happen when we move toward and entrepreneurial cycle.
1. The entrepreneurial contract. The entrepreneurial cycle begins with a contract that is based on the belief that the most trustworthy source of authority comes from within the person. The primary task of supervision is to help people trust their own instincts and take responsibility for the success of the business. The contract demands that people make a serious commitment to the organization but do so because they want to, not because they have to. The expectation is that people at each level will treat the business as their own.

2. Enlightened self-interestt. Rather than defining success as moving up in the organization, we define success in terms of contribution and service to customers and other departments. What we offer people as rewards are jobs that have meaning, the opportunity to learn and create something special, and the chance to grow in a business through their own efforts. Advancement and pay are still important but are given a secondary focus.

3. Authentic tactics. An entrepreneurial contract encourages us to be direct and authentic in our management style. If we begin to believe that it is our business, then we will feel empowered to act on our own values. For most of us this will mean letting people know where they stand, sharing as much information as possible, sharing control, and taking reasonable risks. These are the kinds of tactics that minimize the belief that we have to be calculating and controlled in order to move up the ladder. The good news is that it make sense; the bad news is that much of our experience tell us that it takes courage.

4. Autonomy. The entrepreneurial contract and a service-oriented definition of self-interest support each of us in claiming our own autonomy. Autonomy reduces the need for us to give so much attention and power to those above us. It reduces our fear of being shot and demands that we own our own actions. Each of us will always at times continue to choose caution, maintenance, and dependency, but the basic beliefs of the organization will operate to support greatness, courage, and independence.

TAKE CONSULTANTS FOR YOUR MORTGAGE

noreply@blogger.com (RSON) — Tue, 15 Sep 2009 13:07:00 +0000

In a number of countries, consultants have established voluntary professional associations to represent their interests and regulate the activities of both individual consultants and consulting firms. These professional associations attach great importance to the codes of professional conduct_ethics, professional practice_which they use as the basic instruments to establish the profession and protect its integrity, and to inform clients about behavioral rules to be observed by consultant.

The relationship between benefits and costs is an important factor in deciding the use of a consultant. In principle, this use is justified only if the benefits are higher than the costs. There is an extremely wide range of consulting approaches, but typical approach is: entry, diagnosis, action planning, implementation, and termination.

There are many kind of consultants such : management consultants, obligation consultants, job consultants, mortgage consultants, etc. FiveStarHomeMortgage which one that consultant/advidsor in mortgage loan. You can take preferences on it, and make your choice for type of mortgage loan, FiveStarHomeMortgage give you expertize team and can help you to choose models of refinancing of mortgage loan. Do not take any longer, join the FiveStarHomeMortgage team and take benefits and lower costs for your beautiful and comfortable home, and make your dreams come true.

MONEY

noreply@blogger.com (RSON) — Thu, 27 Aug 2009 04:37:00 +0000

Money is used for buying or selling goods, for measuring value and for storing wealth. Almost every society now has a money economy based on coins and paper bills of one kind or another. However, this has not always been true. In primitive societies a system of barter was used. Barter was a system of direct exchange of goods. Somebody could exchange a sheep, for example, for anything in the market place that they considered to be of a equal value. Barter, however, was a very unsatisfactory system because people’s precise needs seldom coincided. People needed a more practical system of exchange, and various money systems developed based on goods which the members of a society recognized as having value. Cattle, grain, teeth, shells, feathers, skulls, salt, elephant, and tobacco have all been used. Precious metals gradually took over because, when made into coins, they were portable, durable, recognizable, and divisible into larger and smaller units of value.

A coins is a piece of metal, usually disc-shaped, which bears lettering, design or numbers showing its value. Until the the eighteenth and nineteenth centuries, coins were given monetary worth based on the exact amount of metal contained in them, but most modern coins are based on face-value. The value that governments choose to give them, irrespective of the actual metal content. Coins have been made of gold (Au), silver (Ag), copper (Cu), aluminium(Al), nickel (Ni), lead (Pb), zinc (Zn), plastic and in China even from pressed tea leaves. Most governments now issue paper money in the form of bills, which are really “promises to pay”. Paper money is obviously easier to handle and much more convinient in the modern world. Checks and credit card are being used increasingly, and it is possible to imagine a world where “money” in the form of coins and paper currency will no longer be used.

CINCINNATI SOCIETY MAY LEAD TO HEREDITARY CASTE

noreply@blogger.com (RSON) — Tue, 11 Aug 2009 06:44:00 +0000

The objections of those who are opposed to the institution (Cinncinati Society) shall be brieftly sketched. You will readily fill them up. They urged that it is against the Confederation-against the letter of some of our constitutions-against the spirit of all of them;-that the foundation on which all these are built, is the natural equality of man, the denial of every preeminence but that annexed to legal office, and particularly, the denial of a preeminence by birth; that, however, in their present dispositions would render these flatering, when a well-directed distribution of them might draw into the order all the men of talents, of office and wealth, and in this case, would probably procure an ingraftment into the government; that in this, they will supported by their foreign members, and the wishes and influence of foreign courts; that experience has shown that the heridetary branches of modern governments are the patrons of privelege and prerogative, and not of the natural righs of the people, whose oppressors they generally ar; that, besides these evils, which are remote, others may take place more immadiately; that a distinction is kept up between the civil and military, which it is for the happiness of both to obliterate; that when the members assemble they will proposing to do something and what that something may be, will depend on actual circumstances; that being an organized body, under habits of subordination, the first obstruction to enterprise will be already surmounted; that the moderation and virtue of a single character have probably prevented this revolution from being closed, as most others have been, by a subversion of that liberty it was intended to establish; that he is not immortal, and his successor, or some of his successor, may be led by false calculation into a less certain road to glory.

EUROPEAN ADMIRATION FOR THE ACT OF RELIGIOUS FREEDOM

noreply@blogger.com (RSON) — Sun, 09 Aug 2009 02:58:00 +0000

Jefferson letter to Wythe, 1786

Our act for freedom of religion is extremely applauded. The ambassadors and ministers of the several nations of Europe, resident at this court, have asked of me copies of it, to send to to their sovereigns, and it it inserted at full length in several books now in the press;among others, in the new Encyclopedie. I think it will produce considerable good even in these countries, where ignorance, superstition, poverty, and oppression of body and mind,in every form, are so firmly settled on the mass of the people, that their redemption from them can never be hoped. If all the sovereigns of Europe were to set themselves to work, to emancipate the minds of their subjects from their present ignorance and prejudices, and that, as zealously as they now endeavor the contrary, a thousand years would not place them on that high ground, on which our common people are now setting out. ours could not have been so fairly placed under the control of the common sense of the people, had they not been separated from their parents stock,and kept from contamination, either from them, or the other people of the old world, by intervention of so wide an ocean.

Jefferson letter to Madison, 1786

The Virginia act for religious freedom has been received with infinite approbation in Europe,and propagated with enthusiasm. I do not mean by the government,but by the individuals who compose them. It has been translated into French and Italian, has been sent to most of the courts of Europe,and has been the best evidence of the falsehood of those reports which stated us to be in anarchy. It is inserted in the new Encyclopedie, and is appearing in most of the publications respecting America. In fact, it is comfortable to see the standard of reason at length erected, after so many ages, during which the human mind has been held in vassalage by kings, priests, and nobles; and it is honorable for us, to have produced the first legislature who had the courage to declare, that the reason of man may be trusted with the formation of his own opinions. information

AGRICULTURALISTS ARE GOD’S CHOSEN PEOPLE

noreply@blogger.com (RSON) — Tue, 04 Aug 2009 12:41:00 +0000

Jeffersn notes on Virginia, Query 19

Those who labor in the earth are the chosen people of God, if ever He had a chosen people, whose breasts He has made His peculiar deposit for substantial and genuine virtue, it is the focus in which he keeps alive that sacred fire, which otherwise might escape from the face of the earth. Corruption of morals in the mass of cultivators is a phenomenon of which no age nor nation has furnished an example. It is the own soil and industry, as does the husbandman, for their subsisntence, depend for it on casualties and caprice of customers. Dependence begets subservienceand venality suffocates the germ of virtue, and prepares fit tools for the designs of ambition…

Generally speaking, the proportion which the aggregate of the other classes of citizens bears in any State to that of its husbandman, is the proportion of its unsound to its healthy parts, and is a good enough barometer whereby to measure its degree of corruption. While we have land to labor then, let us never wish to see our citizens occupied at a work-bench, or twirling a distaff. Carpenters, masons, smiths, are wanting in husbandry; but, for the general operations of manufacture, let our workshops remain in Europe. It is better to carry provisions and materials, and with them their manners and principles. The loss by the transportation of commodities across the Atlantic will be made up in happiness and permanence of government. The mobs of great cities add just so much to the support of pure government, as sores do to the strength of the human body.

ADVENTAGES OF AN AGRICULTURAL OVER A COMMERCIAL ECONOMY

noreply@blogger.com (RSON) — Tue, 04 Aug 2009 12:36:00 +0000

Jefferson letter to Jay, 1785

We have now lands enough to employ an infinite number of people in their cultivation. Cultivators of the earth are the most valuable citizens. They are the most vigorous, the most independent, the most virtuous, and they are tied to their country, and wedded to its liberty and interests, by the most lasting bonds. As long, therefore, as they can find employment in this line, I would not convert them into mariners, artisans, or anythig else. But our citizens will find employment in this line, till their numbers, and of course their productions, become too great for the demand, both internal and foreign. This is not the case as yet, and probably will not be for a considerable time. As soon as it is, the surplus of hands must be turned to something else. I should then, perhaps, wish to turn them to the sea in preference to manucfatures; because, comparing the characters of the two classes, I find the former the most valuable citizens. I consider the class of artificers as the panders of vice, and the instruments by which the liberties of a country are generally overturned…our people are decided in the opinion, that it is necessary for us to take a share in the occupation of the ocean, and their established habits induce them to require that the sea be kept open to them.

But what will be the consequence? Frequent wars with a doubt. Their property will be violated on the sea, and in foreign ports, their persons will be insulted, imprisoned etc. for pretended debts, contracts, crimes, contraband, etc. these insult must be resented, even if we had no feelings, yet to prevent their eternal repetition; or, in other countries, must be paid for by frequent war. The justest dispositions possible in ourselves, will not secureus againts it. It would be necessary that all other nations were just also. Justice indeed, on our part, will save us from those wars which would have been produced by a contrary disposition. But how can we prevent those produced by a contrary disposition. But how can we prevent those produced by a contrary disposition. But how can we prevent those produced by the wrongs of other nations? By putting ourselves in a condition to punish them…because an insult unpunished is the parent of many others.

GOLD INVESTMENT FOR YOUR FUTURE

noreply@blogger.com (RSON) — Tue, 04 Aug 2009 12:06:00 +0000

In order to understand economic behaviour we need to refer to specific goods and services. For example, when analyzing consumer expenditure and household decision-making it is convinient to classify commodities in such type as : food, clothing, home, vehicles, gold investment, etc. Now, it’s very necessary to invest or spend our money on a gold investment.

This must be one of the few advisor online in the world that give us many information about every physical gold topic. This website is serve you everything about gold and you can join, vist, and buy the one you want it. So, please click on the website and look for you need then you can find out and view of your purpose, such as gold coins that came from whole the world. Likes America, Grenada, Greece, Holland, Hongkong, Hungary, etc.

In this site you can found the information about it, like; design of gold coins, explanations of the gold coins making-process, raw materials, and it’s histories. So, just see and be recommended you, click the link above and you will find it.

HOPE FOR PEACE AND LIBERTY

noreply@blogger.com (RSON) — Wed, 29 Jul 2009 02:21:00 +0000

HOPE FOR PEACE AND LIBERTY
Jefferson letter to Adams,1821

I shall not die without a hope that light and liberty are on steady advance. We have seen, indeed, once within the records of history, a complete eclipse of the human mind continuing for centuries. And this, too, by swarms of the same northern barbarians, conquering and taking possesion of the countries and governments of the civilized world. Should this be again attempted, should the same northern hordes, allured again by the corn, wine, and oil of the south, be able to seattle their swarms in the countries of their growth, the art of printing alone, and the vast dissemination of books, will maintain the mind where it is, and raise the conquering ruffians to the level of the qunquerors. And even should the cloud of barbarism and despotism again obscure the science and liberties of Europe, this country remains to preserve and restore light and liberty to them. In short, the flames kindled on the 4th of July 1776, have spread over too much of the globe to be extinguished by the feeble engines of despotism; on the contrary, they will consume these engines and all who work them.

Sever Relations With and Internasional Agressor
Jefferson letter to T. Coxe, 1794

I love peace, and I am anxious that we should give the world still another useful lesson, by showing to them other modes of punishing injuries than by war, which is as much a punishment to the punisher as to the sufferer. I love, therefore… [the] proposition of cutting off all communications with the nation [England] which has conducted itself so atrociously, this you will say, may bring on war. If it does, we will meet it like men; but it may not bring on war, and then the experiment will have been a happy one.

ESSENTIAL UNITY OF ALL THE AMERICAS

noreply@blogger.com (RSON) — Tue, 28 Jul 2009 04:38:00 +0000

Thomas Jefferson thoughts:

I hope.. [for] a cordial fraternization among all the American nations, and …their coalescing in an American system of policy, totally independent of, and unconnected with that of Europe. The day is not distant when we may formally require a meredian of partition thro’ the ocean which separates the two hemispheres, on the hither side of which no European gust shall ever be heard, nor an American on the other; and when during the rage of the eternal wars of Europe, the lion and the lamb within our regions shall lie down together in peace. The surplus of population in Europe and want of room render war, in their opinion, necessary state for producing men to whom the redundant soil is offering the means of life and happiness. The principles of society then, there and here, are radically different, and I hope no American patriot will ever lost sight of the essencial policy of interdicting in the seas and territories of both Americas, the ferocious and sanguinary contests of Europe…..I should rejoice to see the fleets of Brazil and the United States riding together as brethren of the same family and having the same interest.

Source: Saul K. Padover, THOMAS JEFFERSON ON DEMOCRACY, , Hawthorn Books Inc, 1939.

AN EXPERIMENT IN TOLERANTION

noreply@blogger.com (RSON) — Mon, 27 Jul 2009 12:35:00 +0000

They [federalists] fill their newspapers with falsehoods, calumnies, and audacities…we are going fairly through the experiment whether freedom of discussion, unaided by coercion, is not sufficient for the propagation and protection of truth, and for the maintenance of an administration pure and upright in its actions and views. No one ought to feel, under this experiment, more than myself. Nero wished all the necks of Rome United in one, that he might sever them at a blow. So our ex-federalists, wishing to have a single representative of all the objects of their hatred, honor me with that post, and exhibit against me such atrocities as no nation has ever before heard or endured. I shall protect them in the right of lying and caluminating, and still go on to merit the continuance of it, by pursuing steadily my object of proving that a people, easy in their circumstances as ours are, are capable of conducting themselves under a government founded not in the fears and follies of man, but on his reason, on the predominance of his social over his dissocial passions, so free as to restrain him in no moral right, and so firm as to protect him from every moral wrong, which shall leave him, in short, in possession of all his natural rights,

THE CUSTOMER IS RIGHT! WHICH SIDE YOU’RE ON COULD DETERMINE A HIT OR A MISS II

noreply@blogger.com (RSON) — Sun, 03 May 2009 10:45:00 +0000

Stronger reactions, for both likes and dislikes, will tend to occur when the product is closer to the body, while less important responses will occur further away. For centuries, salespeople have always been looking for an angle. They were probably unaware that they were actulally looking for the exact position to connect with their clients. Top sales people are extremely observant. They gather information about the likes and dislikes of every customer knowing that each customer is unique. Observing the location of your customer’s preferences and prejudices is the beginning of sensitive communication, essential to all those who sell. Recognizing these locations allows you to present your product in the correct area, opening up the posibility of the customer liking your product, and the probability of him liking you too!

Approaching from the customer’s good side is probably the most fundamental technique that determines the most closures. It also allows you the chance to built up a sale and an ongoing relationship. Knowing where to direct your customer away from his dislikes and objection, will keep him coming back because of the good relationship built up, even if he doesn’t buy your product the first time.

SKILL NO 2 : PREFERENCES AND PREJUDICES
Since it is essential for the salesperson to identify preferences and prejudices for each individual customer, start by asking the following questions to determine where the customer stores his likes and dislikes :
Preferences:
• What do you like about our product?
• What do you like in a …? (e.g. car)
• What have you heard about us that you like?
• Have you made a similar purchase before that worked well for you?

Prejudices:
• What can we do better?
• What don’t you like in a…(e.g. computer)
• Have you ever made a similar purchase that you weren’t happy with?
• What are your concerns about buying this product?

While your customer is answering these questions, pay close attention to :
• Where they look
• The position of their body
• How they approach your product
• How they scan your product

If you observe that the client favors his right side, but looks to his left as you present your product, he is still in need of reansurrance. Build a new reality for him; that is, give a different perspective to his objections. If he looks to his right, then reinforce his positive feelings, and subtly negotiate the price of terms of the agreement. Personal space is three-dimensional. Be aware of the angle you and your product are in relation to the customer, and your distance from him. It is important to know where the customer is in relation to the sale.

THE CUSTOMER IS RIGHT! WHICH SIDE YOU’RE ON COULD DETERMINE A HIT OR A MISS

noreply@blogger.com (RSON) — Tue, 28 Apr 2009 07:39:00 +0000

Great salespeople are not born, they are made. They’ve learned a set of skills that allow them to connect quickly with their customers, and to present their product in an extremely appealing way. These skills have largely been learned, and can therefore be taught. If you observe the behaviour of superb performers who consistently go beyond their sales target easily, you’ll discover they have skills that distinguish them from mediocre salespeople.

SKILL NO. 1: STORING PREFERENCES
Top salespeople not only know their product, they also know how their product, they also know their customers sift and sort the information they are given. This is crucial because customers are constantly asessing wether they dislike what they’re hearing (their prejudice). Customers will move towards what they like, and move away from what they don’t. in this latter situation, the sale will not be made. Each of us has our own personal space where we store our preferences and prejudices. This space sorrounds us, generally within an arm’s length. And within the space lies a gold-mine of information. Have you noticed how people look to the same area within their personal space when thinking about similar types of information? A customer talking about what he wants will look in a particular direction; an area within his personal space. When the customer shifts to talk about what he doesn’t want, he will look in a different direction.
For instance, form of mental picture of something you’ve bought that you like. Now a picture of something you’ve bought that you don’t like. Compare the “locations” of these two pictures. While you can shift the position of these two picture, there will be a location that seems more natural to you. Essentialy, we have a location for things that we like, and a different one for the things that we don’t. this difference in location within our personal space makes a substantial difference when confronted with a salesperson pushing a product.

RIGHT IS RIGHT?
Most people mentally place the item they like on their right. This is where they “store” their preferences. Prejudices, or things they don’t like are usually stored on the opposite side, their left. You will hear people talking about “getting on the wrong side of someone” or “off on the wrong foot”. It is highly likely that they mean this literally. You’ll notice that the salesperson who struggles to make the sale would have approached the customer from the wrong side, most likely her left, or had placed the product on that side. The customer therefore had to look at the product, and the person selling it, through the area in which she stores her prejudices. This makes it difficult for her to like the product or the salesperson. Most of us have at one time or another decided not to buy a product we liked, because we were turned off by the salesperson. In that situation, the product was presented in the area of our likes. While the salesperson stood in the area of our dislikes. (continued)

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) IV

noreply@blogger.com (RSON) — Wed, 22 Apr 2009 02:58:00 +0000

CASE STUDY
The director of a regional multinational corporation was upset when he heard from his divisional head that the morale of his organization was suffering and the discontent of his staff was being felt by multiple people who worked in the regional office. The discontent centered around the stress and strains of the rapid growth of the company but was expressed as dissatisfaction with the managing director himself. The company was so caught up in the pressure of building an organization and meeting its revenue goals that it had been running in a perpetual crisis mode for two years.

New staff were being added and the high-pressure, catch-up atmosphere stimulated them enough so that the short-term growth targets were being met. Still, the managing dirctor was responsive to the criticism from his boss, and combined with his own sense that something was a miss he decided something must be done. He called in the consultants. The consultant’s first move was to conduct interviews with six key employees, five, “direct reports”, and the managing director’s personal secretary. These dialogue sessions allowed the consultant to build an initial bond of trust with key personnel. Confidentially was emphasized, as was honesty and the overall desire to help the situation. This dialogue allowed the consultant to build an initial bond of trust and to get an unfiltered impression of the organization. A diagnosis regarding the current adaptability and health of the organization confirmed that there was a great deal of discontent directed toward the managing director.

A leadership feedback session was held, and it resulted in several recommendations. They included a change in management style to alter the attitude of the staff. The change itself was less important than the fact that change was taking place. Still, the managing director was particularly interested in developing himself as an effective leader, so he underwent an extensive series of psychological test to determine how to change his behaviour in an effective way. That change was indeed taking place was a signal to the staff that things were being looked into. As a result, people started wondering what would happen. Seeing the boss make an effort showed that he was willing to adopt new ways. That shifted attitudes towards a hope that things coluld be better, which in turn encouraged the staff to reciprocate by being adaptable themselves. They started to reinforce the attitude change by acknowledging the personal change in the managing director to each other. The boss himself quite enoyed the introspective process as he developed his unique leadership “practice”.

The positive reinforcement by his staff made it easier. He was able to find new ways to encourage productivity without creating additional stress, and the atmosphere in the company began to change. The real issue was still the pressure to meet targets without having to function in a perpetual crisis mode. The older staff members were getting burnt out trailing the new recruits. It took an intensive team-building session before all of these issues could be addressed effectively. However, staff dissatisfaction with the managing director became diffused so that more critical issues could be dealt with by the team. Along with the team-building exercise, a more honest and candid feedback loop was established between the managing director and his staff to avert further problems with office morale. Everyone felt the company had become a good palce to work.

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) III

noreply@blogger.com (RSON) — Fri, 17 Apr 2009 02:43:00 +0000

The precise impact of a given structural or procedural change will be different at the various levels of hierarchy. For example, a factory manager may have to accommodate new financial constraints imposed centrally, to relocate his plant, to suffer political stresses from promoting some workers over others, or to create redundancies. He may also be required to retrain employees to make a sideways move in the hierarchy when managerial positions are being redefined. The factory worker faced with new technology may undergo the difficult personal transition imposed by redundancy. Those remaining may themselves in roles which no longer require the full use of their skills, wih a less personal work atmosphere, and they may be subjected to increased bereucracy, computerization, and reorganization which can lead to repolarization of work groups. Under almost any circumstances, younger people in general will feel much less personally threatened by changes than will order ones, irrespective of their positions.

IMPORTANCE OF UNDERSTANDING

Resistance is often a consequences of ignorance. People resist because they do not have a complete understanding of the issues involved, and they lack this understanding only when those occupying the leadership roles fail to inform them. It is often worthwhile to announce impending changes before rumors begin to lessen the inevitable drop in performance. People appreciate having access to information that addresses their fears and concerns. In a large organization in which a change will invariability affect a great number of individuals, management may find that communication at this level takes a lot of time. However, the adventage is that, onces educated and persuaded, people are likely to be immeasurably more helpful with the actual implementation of the change. When groups or individuals are in a position of considerable power to oppose a change, leaders may choose to discuss the proposals with them in advance. The same applies when top management requires input prior to implementing achange. The net result will be increased commitment to the change which ensues, due to the sense of contributition and pride in the collaborative agreement. However, there will be circumstances facing leaders in which some groups will inevitably lose out when change is made. When resistance would be damaging, leaders may consider negotiating with the groups prior to the change to agree on some form of compensation. When this compensation takes the form of financial incentives, however management may find itself in the dangerous position of having to “buy change” on regular basis. The process of transition will be unique in its fine detail in every new circumstance, but need not be a crisis stage. If managed with awareness, foresight, humanity and consideration for those whom the change will affect, the organization can succeed in a demanding environment. Transition can be considered as complete when the organization is able to look ahead with optimism, and with renewed enthusiasm for a bright future.

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) II

noreply@blogger.com (RSON) — Wed, 15 Apr 2009 03:43:00 +0000

RESISTANCE TO CHANGE
Changes are often imposed upon an organization by external agents such as customers, suppliers, political, upheavals, community pressures, and so on. When change is directly instigated by senior management, it will usually be presented in the form of arevised program, or police change. The final result, in either scenario, is that people will often be called upon to do things which they were not doing previously, and it is the attitude of the people who are integral to the changes which is crucial to the smoothness of the transition. As highlighted by Edgar Shein’s principle of “innovative socialization,” on the approach to a boundary (the point of transition), there tends to be conformity. Once over the boundary, conformity returns, The rebbelliousness reaches its peak as the boundary is being crossed. Leaders must learn to appriciate the impact that changes they make to the organizational structure have upon individuals. Technological change will result in changes to workflow patterns, and therefore the tasks of individuals contributing to the workflow will be altered. Some will like the change and others won’t. The latter will express their displeasure through absenteeism, lateness, lowered output due to decreased motivation, and so on. Transition is always easier if those involved know it is coming and made some degree of psichological adjustments to the new situation before it arrives, such being able to establish what the likely personalconsequences will be in terms of job structure and status. Unpredictability and fear of the unknown are that the root of most resistance. There are of course circumstances when a change represents a true threat to an individual’s status or security. Resistance in such instances is inevitable. For example, if restructuring means that an individual or a department will have to work harder for the same money, attempts by management to explain or justify the change in terms of the general good will not preclude resistance. It is however, an interesting paradox that great changes are much less likely to meet with resistance than small ones. A manager who chooses to shift his asistant’s desk without prior consultation can stir up a minor tempest, while a change of department may be viewed as an exciting challenge…(continued)

THE CHANGE FACTOR (BEING ADAPTABLE TO CHANGES MAY MAKE OR BREAK A LEADER) I

noreply@blogger.com (RSON) — Sat, 11 Apr 2009 03:23:00 +0000

Modern life subjects numerous changes, many of them quite demanding. One of a leader’s most difficult roles is to guide an organization-a complex entanglement of social, cultural, political, behavioral, and structural factors, smoothly and succesfully through transitions to a new level of functioning. An essential aspect of succesful changes is an awareness that change is occuring, an a knowledge of transition of processes. A lack of such awareness is likely to lead to problems of adaptation. Any transition will result in organizational functioning being subjected to some degree of stress, depending largely on the extent of the change. In particular, the people in an organization will find new demands being placed upon their behavioral repertoire. To become effective administrators of change, leaders must understand that any transition, be it organizational or personal, will trigger a cycle of reactions that is highly predictable. A leader can expect some degree of stagnation or immobilization when a change is first instigated. The severity of this first stage depends largely on the degree to which the organization holds either positive or negative expectations of the outcome of the change. What follows is a sense of minimizing the “crisis” of change, a sense of hopefulness, and a regrouping of organizational and individual resources. When the impact of change hits come and departments and individuals start having to cope eith new areas of responsibility, performance can be expected to dip. A phase of readjustment follows. The difficulty of readjusting depends greatly on how “attached” individuals felt to the pretransition situation. There can be a great deal of personal and organizational energy around at this time, as new systems and behaviors are tested and new “life-spaces” are conceptualized and internalized.

MANAGEMENT FUNCTION

noreply@blogger.com (RSON) — Fri, 10 Apr 2009 00:45:00 +0000

Management plays a vital role in any business or organized activity. Management is composed of a team of managers who have charge of the organization at all levels. Their duties include making sure company objectives are met and seeing that the business operates efficiently. Regardless of specific job, most managers perform four basic functions. These management functions are planning, organizing, directing, and controlling. Planning involves determining overall company objectives and deciding how these goals can best be achieved. Managers evaluate alternative plas before choosing a specific course of action and the check to see that the choosen plan fit into the objectives established at higher organizational levels. Planning is listed as the first management function because the others depend on it. However, even as managers move on to perform other managerial functions, planning continuous as goals and alternatives are further evaluated and revised. Organizing, the second management function, is the process of putting the plan into action. This involves allocation resources, especially human resource, so that the overall objectives can be attained in this phase managers decide on the positions to be created and determine the associated duties and responsibilities. Staffing, choosing the right person for the right job, may also be included as part of the organizing function. Third is the day-to-day direction and supervision of employees. In directing,manager guide, teach, and motivate workers so that they reach their potential abilities and at the same time achieve the company goals that were established I the planning process. Effective direction, or supervision, by managers requires ongoing communication with employees. In the last management function, controlling. Managers evaluate how well company objectives are being met. In order to complete this evaluation, managers must look at the objectives established in the planning phase and at how well the tasks assigned in the directing phase are being completed of major problems exist and goals are not being achieved, then changes need o be made in the company’s organizational or managerial structure. In making changes, managers might have to go back and replan, reorganize, and redirect. In order to adequately and efficiently perform these management functions, managers need interpersonal, organizational, and technical skills, although all four functions are managerial duties, the importance of each may vary depending on the situation. Effective managers meet the objectives of the company through a succesful combination of planning, organizing, directing, and controlling.

COMPLAINTS CREATE CONFIDENCE III

noreply@blogger.com (RSON) — Sun, 05 Apr 2009 04:10:00 +0000

LEARN AND ADAPT

It’s hard to get it right all the time. We have all received feedback with a sting. At times, we reach with anger, hurt, or frustation. The “it’s not fair” response, or become totally submissive in accomodating those with influence. Salespeople invite their fair share of complaints for appearing nonreceptive or intensive. However they should still maintain their integrity and their belief in their products and constantly challenge themselves to do more. Learning can be extracted from every interaction. When we deal with the objections directly and openly, we adapt and cope. Learn to handle comments in a useful way by:
1.Listening to the massage behind the comments
2.Considering the intention behind the information. Will this add to who you are?
3.Seeing what evidance there is to support the objection
4.Extracting a learning experience from this perspective.

How can this feedback assist you to become more flexible and connect more rapidly with important people? By extracting and using what is useful, and deleting the rest.
Criticism is not a life sentence. It can be integrated or rejected. Before you rejected automatically, however, remember that receiving feedback from one person may indicate a pervasive pattern others are reticent to reveal to you. It’s easy for you to decide if it is an isolated case or if the feedback is anaccurate. Listen closely if the negative feedback is familiar. It may be time to listen, rather than defend what is bot working! Gaining a greater market share requires we care for ourselves, and our customers with confidence-to listen to complaints and criticisms, and respond accordingly. Companies prepared to invest in a sales team that functions beyond the moment of the sale are those that will have the market share of tomorrow. Salespeople should be educated to cherist customers’ objections because it will open them up to new posibilities and solutions of tomorrow.

(Source: Gary Yardley, in Intersect, 1993)

COMPLAINTS CREATE CONFIDENCE II

noreply@blogger.com (RSON) — Wed, 01 Apr 2009 12:35:00 +0000

HANDLING COMPLAINTS

A business can swing dramatically from positive to negative and back, all within a day. Complaints about your company’s services or product mostly come as asurprise since people rarely set outto disappoint or offend. Not only do salespeople have to manage their own experiences, they also have to create experiences to give the customers confidence in the product. And not just at the moment of purchase, but to be satisfied even when they explain their expenditure to family and friends. There are many instances where the customers become dissatisfied or unconvinced as they are swayed by the objections of people important to them. That’s also when complaints come in. There are many innovative ways to handle complaints. There was a company which was getting so many calls about their lack of service that the complaints department was up in arms. The staff felt unsupported by the sales-people. So they suggested the sales department handle the complaints to personally experience the consequences of their performance. As a result, the salespeople had direct feedback, became familiar with handling objections, and had the opportunity to listen, rectify past failings, and change their techniques. This strategy helped them to understand the customers, and provided practical information about things that went wrong. Sales training became more relevant, and the number of complaints decreased. Whwn customers complaints, they want to be heard and attended to immadiately. They need to be able to expres themselves and feel what they say is important and matters to you. An apology and acceptance of their views are also in order. Respect during this process is crucial, and can be demonstrated by:
• Being confident in your ability to handle the objections
• Accepting their points of view
• Allowing customers the space and time to have their say
• Creating an environment for the customer that is warm and supportive
• Resolving the dilemma as soon as possible
• Reassuring that their concerns are legitimate (the customer is always right!)
• Asking for their suggestions and how to succesfully resolve the situation
• Asking what other service you could perform for them
• Accepting returns, exchanges, or refund, and then doing more!
• Apologizing for the inconvinience
• Thanking them for their feedback
• Appreciating their feedback because it allows your company to improve its services.

After resolving the customer’s complaint, follow up a month later. Contact him or her to see how things are going. Feedback is vital. Once you have established a relationship that is open to it, maintain it. Comments from such individuals are honest, direct, and free, unlike ambigious result from expensive questionnaires. These people are your prefered customers. You have a commitment to them! They will challenge you to give better services. If you satisfy them, they will become your greatest advocates. However, if you handle things badly, it may cost you a relationship, when your customer complains, don’t :
• Blame someone else “Its not my fault….”
• Give excuses, “It’s our busy time of the year”
• Put them off “Leve it with me, and I’ll get back to you”
• Make them feel bad because they complained ”Perhaps you didn’t read the instruction manual!”
• Grovel “Our service has been really sloppy, I feel really dreadful.”

It is important to actively seek feedback by continuing to follow up on customers to see how your sevice can be improved. Today’s profits are already spent. It is tomorrow’s budget you want to protect.

COMPLAINS CREATE CONFIDENCE

noreply@blogger.com (RSON) — Sat, 28 Mar 2009 12:57:00 +0000

Confidence is the key to gaining a larger proportion of the market share; confidence on the people, the company, and the product. As in most areas of life, we are judged by our performance. Therefore, we must continually improve ourselves, striving to better our past standards, or risk being left behind whilw others move on. For most people, negative feedback and complaints are undesirable. It may be easy to feel confident when the business is doing well, but weshould only be confident about one thing-complaints give us direct and honestappraisal of the health of our business. Costumer complaints serve as the barometer of our business acumen. They are not to be ignored or razionalized away. Instead the astute manager welcomes them as a chance to develop the level of service even further, to streamline difficulties, and to gain more understanding about his customers' need. Complaints represent a rare and valuable opportunity. As such, they deserve your respect and immadiate attention! complaints allow you :
1. Gather more information about your customers' need
2. Have a second chance to prove yourself
3. To provide better service when it really counts
4. To develop a long-term relationship with your client
5. To demonstrate appreciation to your costumer for their comments
6. Gain a larger proportion of the market share when you make improvements.
Remember it is difficult to please everyone completely, and complaints will be an integral part of providing a service. However it is important to assume that for every complaint you receive, there are more customers with similar difficulties who didn't contact you. So, a complaint is likely to represent more than one isolated incident. Those who take time to complain are giving you a chance to redeem yourself. They have initiated a connection with your company. This must be respected. If you respond in a satisfactory way, that is, you resolve their complaint,you will have you a future commitment and a chance at a lifelong partnership. Future sales are dependent on friendships and relationships that endure. customer do not like to form new relationships all the time. They prefer a supplier they know and value. If they have weathered the storm with you, and expended some energy into relationship, it is likely they'll continue. It cost ten times as much to get a new customer as it does to maintain and retain an existing one. Keep in mind that customer who do not tell you their grievance or disappointment are certainly telling their friends. This is the most damaging advertisement you will receive. If you are unable to defend yourself, you have no right to reply! Rather than focusing on the annoyance or intrusion complaints may bring, begin be dealing with feedback efficiently and directly. Be confident you can learn something important. Doing so in race againts time. You may not get another chance to capture a larger share of the market. When your customers sell your company for you, you have made a greate sale which will continue to reap rewards well into the future. (continued)

Managerial Acumen II

noreply@blogger.com (RSON) — Fri, 20 Mar 2009 05:17:00 +0000

Obviously, konwledge alone does not make a good businesssman. I remember a remark that a famous Marxist economist at the University of Tokyo made in early 1950s about the stock market. When asked to give a short-run foerecast, the proffesor refused, saying "if I could foretell accurately how stock prices were moving, I would be so rich that I would't be here teaching." One can learn a great deal from experience, but one has to have specialized knowledge in order to elevate it to the level of wisdom. A man of minimal formal education, Matsushita made up for his lack of learning by listening to other people and absorbing information and ideas everyday, as well as by constant soul-searching. In this age of mass communication, our lives are flooded with information, some of which is true and much of which is false or trivial. Economists and analysts are saying all sorts of contradictory things about business conditions, for example, on the political situation as well, we are daily exposed to a wide spectrum of opinions. As a passive receptor of information, each of us must be capable of making sound judgements on issues we face as citizens and in our work. In a way, life is continum of decision-making process to choose the best course of action at every crucial point, we must be open to different views and free from biases. Ultimately, however, we are each responsible for our own decision. As Matsushita knew, this hold true for life as well as business.

MANAGERIAL ACUMEN

noreply@blogger.com (RSON) — Sun, 15 Mar 2009 03:18:00 +0000

A CEO is commander, with a role fundamentally different from the advisory functions of staff officers. The CEO has to make final decisions, choosing the best course of action from among a variety of options suggested by his aides and advisers. A military commander who adopts the wrong tactics can lose the battle ang thousands of men. In bussiness, this means losing the market and millions of dollars. In either case, the stakes are enermous. Konosuke Matsushita was an ardent advocate of participatory management based on the collective wisdom of everyone on the payroll. He was also a skilled listener, always ready to hear what his subordinates had to say and actively seeking advice from his bussiness associates. If the dictatorial type of leadership is one extreme, and the democratic type the other, beyond any doubt Matsushita be longed to the latter. Yet when he made decisions as a CEO he is said to have folowed the dictates of his inner voice. He often described the source of that voice as "intuition", it might be more aptly called "managerial wisdom." Asked what qualities a succesful manager needs. Matsushita cited wisdom, business acumen, a strong sense of responsibility, and leadership skills, "A person of wisdom", he said, "can pass correct judgment on a given situation or business proposition, "How does one cultivate such ability, then? According to Matsushita, managerial wisdom is the combined product of knowledge and experience (continued) (Source: Toru Yamaguchi, Intersect 1993)