Sunday, 18 October 2009
Investigation for exposition, Why does the UK not join the Euro?
*The uk prefers not to join because they are then seperated from having the same currency levels as the rest of europe, and by having it this way, they can take advantage of having a better currency, and make a killing off of trading. it's all really a grand scheme, but it works, and no one complains about it, because the currencies are very close, but when you take the marginal revenue of imports and exports, they do make money off of it.
Friday, 16 October 2009
Mary Kay Ash biography
Founder of a cosmetics empire
Mary Kay Ash of Mary Kay Inc. was born on May 12, 1918 in Hot Wells, Texas. When she was six years old, she had to look after her ill grandfather while her mother was the working to provide for the family. Throughout her life, Mary Kay's mother had a huge impact her daughter, and she attributed her indomitable spirit to her mother who encouraged her with the words, "You can do it."
She started studying as a doctor and selling part-time, but she proved so adept at selling that she soon did it full time. She sold products for Stanley Home products and went on to World Gift.
At World Gift she eventually became a sales director, but was passed over for promotion so many times, that she decided to call it quits after 25 years of corporate sales.
She turned her attention to writing a book which turned out to be the plan for her business. On
September 13, 1963, with $5,000 in savings, she opened her dream cosmetics business with her son Richard Rogers. She had bought the formula for a skin-care cream and started operating from a small Dallas storefront. With nine salespeople, or beauty consultants as she called her team, they made nearly $200,000 profit in the first year of operation.
The company's success soured, especially after an interview with her on 60 minutes. She also had the trademark reward for her top salespeople: pink cadillacs. The company went public in 1968, but went private again in 1985. To this day, it remains one of the largest private firms in the US. Mary Kay Inc. also rates well in Best Company to Work For surveys that is done on a regular basis.
In 1987 Mary Kay Ash retired and became chairman emeritus of the company. Mary Kay measured her company's performance on P&L, not profit and loss as in many other companies, but rather, People and Love. By 2004 the company had sales of over $1.8 billion in 30 markets and had an independent salesforce of 1.3 million.
Mary Kay Ash left the world a poorer place when she died on November 22, 2001. Her son, Richard Rogers, continues to build the company he helped to create with her. The Mary Kay Ash charitable foundation also continues to make contributions to cancer research and preventing violence against women. She once said that, "My goal is to live my life in such a way that when I die, someone can say, she cared". And Mary Kay Ash did.
She was so coooooool!
Mary Kay Ash of Mary Kay Inc. was born on May 12, 1918 in Hot Wells, Texas. When she was six years old, she had to look after her ill grandfather while her mother was the working to provide for the family. Throughout her life, Mary Kay's mother had a huge impact her daughter, and she attributed her indomitable spirit to her mother who encouraged her with the words, "You can do it."
She started studying as a doctor and selling part-time, but she proved so adept at selling that she soon did it full time. She sold products for Stanley Home products and went on to World Gift.
At World Gift she eventually became a sales director, but was passed over for promotion so many times, that she decided to call it quits after 25 years of corporate sales.
She turned her attention to writing a book which turned out to be the plan for her business. On
September 13, 1963, with $5,000 in savings, she opened her dream cosmetics business with her son Richard Rogers. She had bought the formula for a skin-care cream and started operating from a small Dallas storefront. With nine salespeople, or beauty consultants as she called her team, they made nearly $200,000 profit in the first year of operation.
The company's success soured, especially after an interview with her on 60 minutes. She also had the trademark reward for her top salespeople: pink cadillacs. The company went public in 1968, but went private again in 1985. To this day, it remains one of the largest private firms in the US. Mary Kay Inc. also rates well in Best Company to Work For surveys that is done on a regular basis.
In 1987 Mary Kay Ash retired and became chairman emeritus of the company. Mary Kay measured her company's performance on P&L, not profit and loss as in many other companies, but rather, People and Love. By 2004 the company had sales of over $1.8 billion in 30 markets and had an independent salesforce of 1.3 million.
Mary Kay Ash left the world a poorer place when she died on November 22, 2001. Her son, Richard Rogers, continues to build the company he helped to create with her. The Mary Kay Ash charitable foundation also continues to make contributions to cancer research and preventing violence against women. She once said that, "My goal is to live my life in such a way that when I die, someone can say, she cared". And Mary Kay Ash did.
She was so coooooool!
Thursday, 15 October 2009
Some information, origins of subliminal advertisement
In 1957, market researcher James Vicary claimed that quickly flashing messages on a movie screen, in Fort Lee, New Jersey, had influenced people to purchase more food and drinks. Vicary coined the term subliminal advertising and formed the Subliminal Projection Company based on a six-week test. Vicary claimed that during the presentation of the movie Picnic he used a tachistoscope to project the words "Drink Coca-Cola" and "Hungry? Eat popcorn" for 1/3000 of a second at five-second intervals. Vicary asserted that during the test, sales of popcorn and Coke in that New Jersey theater increased 57.8 percent and 18.1 percent respectively.
However, in 1962 Vicary admitted to lying about the experiment and falsifying the results, the story itself being a marketing ploy. An identical experiment conducted by Dr. Henry Link showed no increase in cola or popcorn sales. A trip to Fort Lee, where the first experiment was alleged to have taken place, would have shown straight away that the small cinema there couldn't possibly have had 45,699 visitors through its doors in the space of 6 weeks. This has led people to believe that Vicary actually did not conduct his experiment at all.
However, before Vicary's confession, his claims were promoted in Vance Packard's book The Hidden Persuaders, and led to a public outcry, and to many conspiracy theories of governments and cults using the technique to their advantage. The practice of subliminal advertising was subsequently banned in the United Kingdom and Australia, and by American networks and the National Association of Broadcasters in 1958.
But in 1958, Vicary conducted a television test in which he flashed the message "telephone now" hundreds of times during a Canadian Broadcasting Corporation program, and found no noticeable increase in telephone calls.
In 1973, commercials in the United States and Canada for the game Hūsker Dū? flashed the message "Get it". During the same year, Wilson Bryan Key's book Subliminal Seduction claimed that subliminal techniques were widely used in advertising. Public concern was sufficient to cause the FCC to hold hearings in 1974. The hearings resulted in an FCC policy statement stating that subliminal advertising was "contrary to the public interest" and "intended to be deceptive". Subliminal advertising was also banned in Canada following the broadcasting of Hūsker Dū? ads there.
However, in 1962 Vicary admitted to lying about the experiment and falsifying the results, the story itself being a marketing ploy. An identical experiment conducted by Dr. Henry Link showed no increase in cola or popcorn sales. A trip to Fort Lee, where the first experiment was alleged to have taken place, would have shown straight away that the small cinema there couldn't possibly have had 45,699 visitors through its doors in the space of 6 weeks. This has led people to believe that Vicary actually did not conduct his experiment at all.
However, before Vicary's confession, his claims were promoted in Vance Packard's book The Hidden Persuaders, and led to a public outcry, and to many conspiracy theories of governments and cults using the technique to their advantage. The practice of subliminal advertising was subsequently banned in the United Kingdom and Australia, and by American networks and the National Association of Broadcasters in 1958.
But in 1958, Vicary conducted a television test in which he flashed the message "telephone now" hundreds of times during a Canadian Broadcasting Corporation program, and found no noticeable increase in telephone calls.
In 1973, commercials in the United States and Canada for the game Hūsker Dū? flashed the message "Get it". During the same year, Wilson Bryan Key's book Subliminal Seduction claimed that subliminal techniques were widely used in advertising. Public concern was sufficient to cause the FCC to hold hearings in 1974. The hearings resulted in an FCC policy statement stating that subliminal advertising was "contrary to the public interest" and "intended to be deceptive". Subliminal advertising was also banned in Canada following the broadcasting of Hūsker Dū? ads there.
Monday, 12 October 2009
Teacher of Biology job description
Title: Teacher of biology
Job purpose:
Join an experienced and friendly Science Department for either a full-time or part time position. Teach Biology for IB students, by making activities, having normal lessons and testing them.
Key responsibilities:
1-Take care of the progress of all your students
2-Make a system to mantain your classroom disciplined
3-Help students with problems
4-Give a monthly report of how the course is going to the principal
5-Respect the school rules
Requirements:
*Inmediate start
*Must have experience of teaching GCE A Level Biology
*Evidende of having the right to live and work in the UK
*Be prepared to undergo a Criminal Records Bureau check
Extra information:
-School located in Headington
-Science department benefits from well resourced laboratories and full IT support
-Send a cv if you wish to be considered
Job purpose:
Join an experienced and friendly Science Department for either a full-time or part time position. Teach Biology for IB students, by making activities, having normal lessons and testing them.
Key responsibilities:
1-Take care of the progress of all your students
2-Make a system to mantain your classroom disciplined
3-Help students with problems
4-Give a monthly report of how the course is going to the principal
5-Respect the school rules
Requirements:
*Inmediate start
*Must have experience of teaching GCE A Level Biology
*Evidende of having the right to live and work in the UK
*Be prepared to undergo a Criminal Records Bureau check
Extra information:
-School located in Headington
-Science department benefits from well resourced laboratories and full IT support
-Send a cv if you wish to be considered
Recruitment advertisements
-Person to teach biology in IB course, experienced and responsible
-Literature teacher for IB course, experienced. Well paid job.
-Smart, experienced and responsible teacher of History for IB course.
-Prepared and competent person to teach Arts in IB school.
I'm not sure of how to write recruitment advertisements, but I tried. I found this guide, but I can't make all that fit in 10 words or less:
1-Consider what exactly the job is. You may know the job title, but are you totally clear what the role involves? The better you understand the role, the clearer your ad will be.
2-Who is my ideal candidate? It is useful to build a mental picture of the sort of person you, and the existing team, see fitting in. When it comes to wording your ad, write as if you were speaking to your imaginary candidate.
3-What skills am I looking for? It is tempting to request high-level academic qualifications to try to filter out weaker candidates, but exam results aren’t necessarily the best indicators of workplace ability. You may be better off asking applicants to demonstrate their financial, people management and organisational abilities.
4-What experience must applicants have? It is common practice to include in the ad the minimum number of years’ experience you will consider. This, however, fails to acknowledge the efforts of younger candidates who may have fast-tracked through their careers. It is a good idea, instead, to state the precise areas of experience you are looking for e.g. ‘experience of account-handling clients worth over £5million a year’ or ‘proven track-record of exceeding sales targets by more than 10% per quarter’.
5-What extra-curricular activities am I interested in? It can be a useful exercise to ask applicants to include details of their non-work interests and achievements. This can often be a good indicator of a potential candidate’s social skills, determination and their attitudes towards others.
6-What response do I want to get from the ad? It is worth considering what level of response you hope to achieve prior to placing your ad. If the role is specialist and senior, you may prefer to receive six excellent applications rather than 60 average ones. On the other hand, for a graduate trainee position you may prefer a bigger choice. The more specific your wish list, the fewer, better targeted, responses you are likely to receive.
7-What facts must I include? At the very least, your ad should include: the name and address of your company with a brief description of the nature of the business; the job title of the position being advertised and a summary of responsibilities; special requirements (including out-of-hours working or travel); closing date for applications; and details on how to reply, and to whom.
8-How do I reflect the personality of the company? A recruitment ad is a marketing opportunity, so it is a good idea to reflect the company’s brand values in your layout. For example, you should always use your corporate logo, colours and, if appropriate, your strap line. Typefaces, too, can be used to reflect the personality of your company; Comic Sans is light-hearted, whereas Times New Roman is fairly formal. Your choice of wording is extremely important – too complex and you could give the impression of inaccessibility, too jocular and you may lose credibility. It can be a good idea to ask existing employees to compare your proposed wording with their experiences of the company.
9-How can I make the ad stand out? Once you have decided where you are going to place your ad, take a look at your competition. What other companies, and what positions, is your ad vying for attention with? Then consider how you can word your ad (particularly the headline) so that it stands above the rest. You may be able to claim you’re the country’s ‘leading supplier’ or that you offer ‘unparalleled’ management training.
10-Have I made the job look attractive? Put yourself in the role of a potential applicant and ask yourself: ‘If this was my area of expertise, would I be tempted to apply for this role?’. If the answer is ‘no’, then the ad isn’t doing its job. Find out what attracted the existing team to apply for their jobs and use that information to structure the ad. For example, you may find that training is a key motivator or that the financial package was a major draw. Play on your strengths and keep the ad benefit-oriented.
-Literature teacher for IB course, experienced. Well paid job.
-Smart, experienced and responsible teacher of History for IB course.
-Prepared and competent person to teach Arts in IB school.
I'm not sure of how to write recruitment advertisements, but I tried. I found this guide, but I can't make all that fit in 10 words or less:
1-Consider what exactly the job is. You may know the job title, but are you totally clear what the role involves? The better you understand the role, the clearer your ad will be.
2-Who is my ideal candidate? It is useful to build a mental picture of the sort of person you, and the existing team, see fitting in. When it comes to wording your ad, write as if you were speaking to your imaginary candidate.
3-What skills am I looking for? It is tempting to request high-level academic qualifications to try to filter out weaker candidates, but exam results aren’t necessarily the best indicators of workplace ability. You may be better off asking applicants to demonstrate their financial, people management and organisational abilities.
4-What experience must applicants have? It is common practice to include in the ad the minimum number of years’ experience you will consider. This, however, fails to acknowledge the efforts of younger candidates who may have fast-tracked through their careers. It is a good idea, instead, to state the precise areas of experience you are looking for e.g. ‘experience of account-handling clients worth over £5million a year’ or ‘proven track-record of exceeding sales targets by more than 10% per quarter’.
5-What extra-curricular activities am I interested in? It can be a useful exercise to ask applicants to include details of their non-work interests and achievements. This can often be a good indicator of a potential candidate’s social skills, determination and their attitudes towards others.
6-What response do I want to get from the ad? It is worth considering what level of response you hope to achieve prior to placing your ad. If the role is specialist and senior, you may prefer to receive six excellent applications rather than 60 average ones. On the other hand, for a graduate trainee position you may prefer a bigger choice. The more specific your wish list, the fewer, better targeted, responses you are likely to receive.
7-What facts must I include? At the very least, your ad should include: the name and address of your company with a brief description of the nature of the business; the job title of the position being advertised and a summary of responsibilities; special requirements (including out-of-hours working or travel); closing date for applications; and details on how to reply, and to whom.
8-How do I reflect the personality of the company? A recruitment ad is a marketing opportunity, so it is a good idea to reflect the company’s brand values in your layout. For example, you should always use your corporate logo, colours and, if appropriate, your strap line. Typefaces, too, can be used to reflect the personality of your company; Comic Sans is light-hearted, whereas Times New Roman is fairly formal. Your choice of wording is extremely important – too complex and you could give the impression of inaccessibility, too jocular and you may lose credibility. It can be a good idea to ask existing employees to compare your proposed wording with their experiences of the company.
9-How can I make the ad stand out? Once you have decided where you are going to place your ad, take a look at your competition. What other companies, and what positions, is your ad vying for attention with? Then consider how you can word your ad (particularly the headline) so that it stands above the rest. You may be able to claim you’re the country’s ‘leading supplier’ or that you offer ‘unparalleled’ management training.
10-Have I made the job look attractive? Put yourself in the role of a potential applicant and ask yourself: ‘If this was my area of expertise, would I be tempted to apply for this role?’. If the answer is ‘no’, then the ad isn’t doing its job. Find out what attracted the existing team to apply for their jobs and use that information to structure the ad. For example, you may find that training is a key motivator or that the financial package was a major draw. Play on your strengths and keep the ad benefit-oriented.
Thursday, 8 October 2009
Aclaration
'For our homework we have to design a poster for the Lapdesk and design a logo. These are my designs, I am not actually making or selling the Lapdesk'
Wednesday, 7 October 2009
Job descriptions
Job descriptions are written statements that describe the duties, responsibilities, most important contributions and outcomes needed from a position, required qualifications of candidates, and the reporting relationship of a particular job.
The process of developing a job description helps you articulate the most important outcomes you need from an employee performing a particular job. A job description is also a communication tool that tells coworkers where their job leaves off and the job of another starts. A well-written job description tells an employee where their job fits within the overall department and the overall company.
Example: IT Manager Job Description
ROLE-SPECIFIC COMPETENCIES
Networking
-Assists in the planning and implementation of additions, deletions and major modifications to the supporting regional infrastructure.
-Implements network security at the regional level as established by corporate Security Director.
-Oversees the administration and maintenance of the company's infrastructure, and directs more junior Innovators when necessary.
-Oversees the administration of the company's WAN.
Telephony
-Manages and develops upgrades to the company's telephone system at the regional level.
-Oversees all telephone changes, including routing for seating assignments.
Training & Lab Maintenance
-Oversees the administration and maintenance of computer stations and software for company training programs and the Learning Studio and provides additional support if necessary.
Internal Systems
-Oversees troubleshooting, systems backups, archiving, and disaster recovery and provides expert support when necessary.
-Works with project teams to help implement Internal Systems.
Help Desk Administration
-Oversees all help desk activities at the regional level.
Responds to escalated help desk issues.
-Oversees the administration and maintenance of our tracking software.
-Interacts with internal clients on all levels to help resolve IT-related issues and provides answers in a timely manner.
Asset Management
-Builds and maintains vendor relationships and manages the purchase of hardware and software products.
-Manages the purchasing of all software, hardware and other IT supplies at the regional level.
-Ensures that company assets are maintained responsibly.
CAREER PATH CORE COMPETENCIES
Communication
-Facilitates team meetings effectively.
-Holds regular status meetings with team.
-Keeps team well informed of changes within the organization and general Etensity news.
-Effectively communicates relevant IT-related information to superiors.
-Delivers engaging, informative, well-organized presentations.
-Resolves and/or escalates issues in a timely fashion.
-Understands how to communicate difficult/sensitive information tactfully.
-Relays relevant IT-related information to the company in a timely manner.
Management
-Initiates and implements improvements in all areas of IT responsibility.
-Serves as main point of contact on all IT-related matters for the office assigned.
-Responds/acts on upper-management direction .
-Identifies and provides standards for gathering information for use in trend analysis and reports information to company management.
PROFESSIONAL QUALITIES
Leadership
-Challenges others to develop as leaders while serving as a role model and mentor.
-Manages the development of team by ensuring, when possible, that project tasks are in line with each Innovator's career interests.
-Inspires coworkers to attain goals and pursue excellence.
-Identifies opportunities for improvement and makes constructive suggestions for change .
-Manages the process of innovative change effectively.
-Remains on the forefront of emerging industry practices.
Teamwork
-Consistently acknowledges and appreciates each team member's contributions.
-Effectively utilizes each team member to his/her fullest potential.
-Motivates team to work together in the most efficient manner.
-Keeps track of lessons learned and shares those lessons with team members.
-Mitigates team conflict and communication problems.
-Plans and facilitates regular team activities outside of the office.
-Client Management
Manages day-to-day internal client interaction
-Sets and manages internal client expectations.
-Communicates effectively with internal clients to identify needs and evaluate alternative business solutions.
-Continually seeks opportunities to increase internal client satisfaction and deepen client relationships.
ORGANIZATIONAL RESPONSIBILITIES
Innovator Development
-Conducts effective performance evaluations and mentors those with less experience through formal channels.
-Helps team execute career development plans.
-Seeks and participates in development opportunities above and beyond training required by Etensity.
-Trains other innovators and clients through both formal and informal training programs.
-Encourages more junior Innovators to take responsibility for their development within the company.
-Challenges fellow Innovators to progress toward their professional development goals.
Internal Operations
-Suggests areas for improvement in internal processes along with possible solutions.
Leads internal teams/task forces
-Approves team members' time and expense reports in a conscientious and timely manner.
-Reviews the status reports of team members and addresses issues as appropriate.
-Complies with and helps to enforce standard Etensity policies and procedures.
The process of developing a job description helps you articulate the most important outcomes you need from an employee performing a particular job. A job description is also a communication tool that tells coworkers where their job leaves off and the job of another starts. A well-written job description tells an employee where their job fits within the overall department and the overall company.
Example: IT Manager Job Description
ROLE-SPECIFIC COMPETENCIES
Networking
-Assists in the planning and implementation of additions, deletions and major modifications to the supporting regional infrastructure.
-Implements network security at the regional level as established by corporate Security Director.
-Oversees the administration and maintenance of the company's infrastructure, and directs more junior Innovators when necessary.
-Oversees the administration of the company's WAN.
Telephony
-Manages and develops upgrades to the company's telephone system at the regional level.
-Oversees all telephone changes, including routing for seating assignments.
Training & Lab Maintenance
-Oversees the administration and maintenance of computer stations and software for company training programs and the Learning Studio and provides additional support if necessary.
Internal Systems
-Oversees troubleshooting, systems backups, archiving, and disaster recovery and provides expert support when necessary.
-Works with project teams to help implement Internal Systems.
Help Desk Administration
-Oversees all help desk activities at the regional level.
Responds to escalated help desk issues.
-Oversees the administration and maintenance of our tracking software.
-Interacts with internal clients on all levels to help resolve IT-related issues and provides answers in a timely manner.
Asset Management
-Builds and maintains vendor relationships and manages the purchase of hardware and software products.
-Manages the purchasing of all software, hardware and other IT supplies at the regional level.
-Ensures that company assets are maintained responsibly.
CAREER PATH CORE COMPETENCIES
Communication
-Facilitates team meetings effectively.
-Holds regular status meetings with team.
-Keeps team well informed of changes within the organization and general Etensity news.
-Effectively communicates relevant IT-related information to superiors.
-Delivers engaging, informative, well-organized presentations.
-Resolves and/or escalates issues in a timely fashion.
-Understands how to communicate difficult/sensitive information tactfully.
-Relays relevant IT-related information to the company in a timely manner.
Management
-Initiates and implements improvements in all areas of IT responsibility.
-Serves as main point of contact on all IT-related matters for the office assigned.
-Responds/acts on upper-management direction .
-Identifies and provides standards for gathering information for use in trend analysis and reports information to company management.
PROFESSIONAL QUALITIES
Leadership
-Challenges others to develop as leaders while serving as a role model and mentor.
-Manages the development of team by ensuring, when possible, that project tasks are in line with each Innovator's career interests.
-Inspires coworkers to attain goals and pursue excellence.
-Identifies opportunities for improvement and makes constructive suggestions for change .
-Manages the process of innovative change effectively.
-Remains on the forefront of emerging industry practices.
Teamwork
-Consistently acknowledges and appreciates each team member's contributions.
-Effectively utilizes each team member to his/her fullest potential.
-Motivates team to work together in the most efficient manner.
-Keeps track of lessons learned and shares those lessons with team members.
-Mitigates team conflict and communication problems.
-Plans and facilitates regular team activities outside of the office.
-Client Management
Manages day-to-day internal client interaction
-Sets and manages internal client expectations.
-Communicates effectively with internal clients to identify needs and evaluate alternative business solutions.
-Continually seeks opportunities to increase internal client satisfaction and deepen client relationships.
ORGANIZATIONAL RESPONSIBILITIES
Innovator Development
-Conducts effective performance evaluations and mentors those with less experience through formal channels.
-Helps team execute career development plans.
-Seeks and participates in development opportunities above and beyond training required by Etensity.
-Trains other innovators and clients through both formal and informal training programs.
-Encourages more junior Innovators to take responsibility for their development within the company.
-Challenges fellow Innovators to progress toward their professional development goals.
Internal Operations
-Suggests areas for improvement in internal processes along with possible solutions.
Leads internal teams/task forces
-Approves team members' time and expense reports in a conscientious and timely manner.
-Reviews the status reports of team members and addresses issues as appropriate.
-Complies with and helps to enforce standard Etensity policies and procedures.
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