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Relationship Between Organization, Structure and Culture
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Our assignment is related to the subject "Organization and Behavior". We collected information from various sources which includes internet, books, and class notes and by interviewing different departments of Mobilink GSM. We were rejected several times by the organization but still completing this assignment was interesting and was full of experience. We hope our work will be appreciated.
Outcome 1st:
Task for P1:
Organization defined:
"Working through specific setup is called as organization".
Organizational structure:
In organizational structure we arrange people into groups and different departments. Organizational structure provides the pathway for the system of coverage that drives a business, dividing it into areas or departments that are responsible for certain aspects of the organization's purpose.
An organization divides jobs among employees to achieve their goals more efficiently. There are different key factors which will help us to create an organization structure .we will discuss them below
Work specialization:
When an individual perform certain job several time on daily bases, that individual get habitual to that specific task and become experienced by doing that task again and again, this is called as work specialization.
Advantages: Through work specialization level of efficiency increases in employees.
Disadvantages: Employees can become bore by doing same task again and again. Lack of interest might increase by doing same task again and again.
Departmentalization is the combination of four departments operating department, marketing department, HRM department and finance department. This is the process of performing different tasks, advertising products, managing resources (hiring employees, machinery etc) for different tasks and providing budgets for performing different of different departments.
Functional departmentalization
Product departmentalization
Geographic departmentalization
Process departmentalization
Customer departmentalization
Functional departmentalization:
"In functional departmentalization peoples are grouped together according to the work they specialize". Groups of people then perform similar tasks and uses similar materials. Groups are then further divided into sub departments.
Advantages: Efficiency of employees increases by doing same work again and again. Hiring/firing and training of employees gets easier. Each department will be responsible for their tasks.
Disadvantages: In this structure communication, coordination is poor and accountability becomes difficult in this structure.
http://static.flatworldknowledge.com/sites/all/files/imagecache/book/27984/fwk-collins-fig06_008.jpg (htt)
(Figure showing functional departmentalization)
Product departmentalization:
In product departmentalization work is grouped on the basis of manufactured goods they produce. Example Nestle corporation uses product departmentalization technique for their wide range of products. Nestle produces different products like Nestle food, Nestle Beverages, Nestle Baby care products etc is controlled by executives who have full responsibility for their products.
http://www.emeraldinsight.com/content_images/fig/3300080301004.png (htt1)
(Figure showing product departmentalization)
Geographic departmentalization:
In this type of structure departmentalization occurs on the basis of region, area. Example Standard Chartered Bank has their branches almost in every city of Pakistan. Like head department of Standard Chartered Bank is in Karachi and their branches are spread over all other cities of Pakistan.
Advantages: Services can be easily available for employees. Employees' satisfaction increases by providing them services in every city.
Service of one department in one city can be different from another department in another city. This might create some problems.
Duplication of resources by having lots of managers and staff. Lack of communication with head office is the disadvantages.
Process departmentalization:
In process departmentalization department are organize to perform particular job. The members of staff are grouped together to concentrate on specific job. In process departmentalization specialization increases because worker has to focus on single task.
Example: Making Passport, ID Card etc.
Chain of command:
A chain of command set up the line of authority within the organization. It helps employee that to whom they will be responsible. Its starting with the board of directors and extended down through the various level in hierarchy to the point where basic function of the organization carried out.
Centralization is a procedure where top managers take decision; in centralization authority and power remain with high-class managers. Lower level employee are not considerable that much important.
Decentralization is the reciprocal of centralization. Here planning and decision-making are distributed among employees. Decentralization has several benefits compare to centralization
Employees get motivated by involving them in decision making
Decision making get faster. coordination improve through organization
Matrix structure:
Matrix structure is combination of several different designs want to combine their benefits and avoid there drawbacks. Employees have to responsible for two bases.
Organizational Culture:
"A specific system of running, controlling which represents and distinguishes an organization from another organization"
"Physical image of an organization that is values, understanding, attitude, norms of an organization"
Characteristics of organization culture:
Organizational culture plays major role in the development of an organization. Its gives distinct value to organization, it smoothen path for innovation and risk taking, it provides stability to organization. Some more characteristics of organization structure are explained below.
Dominant value:
As the name indicates dominant values are specific qualities of a person or an organization. Major values of an organization or person are called as dominant value.
Complete framework of an organization for new coming employees and to the existing employees. All employees must obey all the rules and regulations of an organization. Example, what time to come, when to leave, what to do and what not do etc.
Organization climate:
Is physical layout of an organization that is how the building of an organization, is it well decorated, how are employees of organization, their dress their attitude toward clients etc?
Example: Standard Charted Bank. When we go there we will notice that building would be nicely decorated, all the employees will have proper uniform etc which is the physical representation of Standard Chartered Bank
As we know for an organization costumers are king because without costumer organization cannot run. Philosophy is the main characteristic of an organization culture because here we emphasis on how to treat customers and how to behave costumers.
Team orientation:
Team orientation is another salient characteristic of organizational culture. Individuals or groups of individuals are grouped together to perform different activities of an organization.
Innovation and risk taking:
Working on new thing is called as innovation, no doubt innovation is quite risky but it can be very helpful for an organization.
https://static.flatworldknowledge.com/sites/all/files/imagecache/book/30774/fwk-carpenter-fig08_005.jpg (htt2)
Example viewing organization culture:
Mobilink GSM: culture of Mobilink GSM is to totally satisfy customer and shareholders wants, their dominant values include business brilliance, confidence & honesty value for public, corporate social responsibility.
Sub Culture:
Sub culture is basically a culture with in a culture, like every organization has its specific culture then in organization every department has its own culture that is style of operating controlling of marketing department is different than finance department and similarly culture of HR department is different that marketing department.
Developing Organizational Culture:
While developing a culture there are some factors which affect organizational culture at a great, of which some are explained below.
Economic conditions:
Economic conditions has great affect on organization culture because if the time for an organization is prosperous so definitely organizations will be looking for innovations, new ideas etc but on the other hand if time is not prosperous, there are inflations for an organizations so no doubt organization will face a lot of problems.
Formation or structure means how are tasks ordered. In flexible structured organization employees are motivated by giving them rewards etc. Employees are given good working condition. On the other hand if the structure of organization is stressful so definitely employees will be demotivated this will decrease their interest level of work.
Leadership style:
Leader must implement such rule and regulations which are both convenient for employees to follow as well as profitable for organization. It is up to the leader how he controls an organization.
Changing Culture:
Changing organizational culture is huge tough task according to expert it takes 8 years for an organization to change their culture as a whole, but mostly organizations alter their negative culture. Change in culture can be made by changing mission and vision of an organization etc. Some factors which are playing great role in changing organization culture are described below.
Mission and Vision:
In order to change organizational culture changes must be made in the mission and vision statement of organization. As mission and vision is communication purpose to stakeholders, mission and vision for an organization should be wisely selected.
Alteration from top to down:
While changing organizational culture it is important that whatever changes are made by an organization it should be followed by top level managers as well lower level managers and employees because it is obvious if top managers are implementing new rule and they them self not following rule changing of culture might not be possible.
Physical sign of culture:
New culture must be physically visible that is style of working, dress of employees and attitude toward stakeholders etc must match the changed culture.
Leader provides motion for cultural alteration. It is the leader who will guide about new alteration of culture plus leader is one who will implement new culture.
Importance of culture:
Culture affects over all activities of an organization. It is the culture which represents organizations that how they perform their different tasks. Culture plays lively role in the motivation of employees and culture of an organization is the communication purpose to other stakeholders like customers, competitors etc. Some of the salient points of culture are explained below.
Culture of an organization helps in the motivation of employees because if the culture of an organization is flexible employees will be encouraged they will be interested in organization, similarly if the culture of an organization is not fulfilling employees demand definitely it will have bad impact on success of an organization.
Image of an organization:
It is culture which gives an organization a distinctive image. Culture represents an organization that is how is does an organization perform their activities how are there attitude toward customers, employees and other stakeholders.
As discussed above culture plays great role in communication to customers and other stakeholders. Working style, building style and their attitudes attracts customers.
Culture provides flexibility in an organization by giving value to customers and having friendly working condition for employees and managers etc.
Kinds of culture:
There are different types of culture, which are expressed below.
Power culture
Role culture
Task culture
Person culture
Task for P2:
Relationship between organization structure and culture:
Organizational structure is the mechanism by which efforts and works are coordinated with supervision to produce the results that are hoped from organizational culture. One of the most important features in relationship between organizational structure and culture is that it gives clear picture to the employees about their limitations and responsibilities and so not to concern about the issues that are beyond their scope of expectation this will help employees to work more efficiently. An effective coalition between organization structure and culture gets people closer to achieve organizational end goals more efficiently.
Affect of structure on organization:
Structure has a great affect on the performance of organization. If the structure of an organization is flexible the employees of that organization will be motivated and they will perform their task willingly. Structure of an organization helps in maintaining communication and stresses on coordination. Mainly there are two kinds of structures which are given below.
Tall structure.
An organization which have tall structure will have lower span of control that is there will be lots of hierarchy of manager is high.
Advantage: low level of span of control, motivation of employees, good coordination.
Disadvantage: expensive because so many managers required for an organization, distraction of accountability, single task is passed from so many individuals in organization, slow decision.
Narrow structure:
According to specialists single individual can handle well 8 individuals. In narrow structure of an organization there is high span of control, that hierarchy of managers is lower as compared to tall structure.
Advantages: less expensive because low number managers, decision making is fast, good communication among employees.
Disadvantage: high span of control that is pressure on manager is a lot.
Example: We visited Mobilink GSM Peshawar, we had an interview with Customer Care Department. According to them structure of Mobilink GSM is decentralized due to which employees are satisfied from organization structure because they are involve in decision making this really motivates customers and this leads to innovations as well.
Affects of culture on organization:
Culture has a great affect on organization. If the culture of an organization is good corporate culture employees will be motivated and they will work efficiently and it is also the communication purpose to other stakeholders like customers, shareholders, and government etc. Some salient characteristics of organizational culture are given below.
Organizational culture is the physical image of an organization.
Helps in making good image of an organization.
It is the communication purpose to stakeholders.
Example: Mobilink GSM has great friendly environment. When we visited Mobilink GSM we feel our selves like we are home we were asked about what to take and what to eat, this really attracted us and felt us happy. Employees are motivated by various methods specially by awarding them and Mobilink GSM provides their employees with necessities of life like they have air condition system in whole organization in summer while in winter they have heater system and they provide employees coffee breaks etc which increase the level of interests of employees.
Task for P3:
Individual behavior at work:
According to psychologist understanding human psyche is very tough job as we know behavior of one person will be different from another. Behavior of individual varies according to conditions around.
Interpersonal behaviors are changed from individual behaviors, that is when a person is alone his/her personality changes as compared to when an individual is with other individuals.
On the other hand group behavior is different from interpersonal or individual behavior. Example person named Ahmed sets with his colleagues, Ahmad's attitude, style and other things which are concerned with his personality will be changes as compared to when Ahmad is alone.
Personality is the general model of an individual's beliefs, feelings, and behaviors which represents style of individual's involving to the surroundings. Personality of a person involves person's height, weight, attitude, fashion, thinking etc. factors which affect personality are given below.
Heredity: It involves attitudes, feelings, thinking and behavior etc that you learn from your parents, siblings etc. It is not 100% sure that your personality will resemble to your parents and siblings it may vary.
Environment: Your personality changes according to environment you living.
If an individual owns good personality that having good attitude, good expression etc definitely that individual's behavior at work would be appreciative.
Is a method in which individual get in-coming information from their surroundings and then arrange and build out these to understand in a particular manner. Each in-coming information or happening going on nearby of individual is perceived in a particular style by every individual. Therefore perception is a center for the communication of a person with its surroundings both at job or other place.
Perceptual selectivity:
Human minds are attacked by different information all the time. What basically perceptual selectivity means is that selecting of information by our mind to understand, it is not under the control of human being. Further components of perceptual selectivity are.
Context 2. Nature of stimuli 3. Internal factors 4. Fear and trauma
It is basically the response of an individual to all the actions happening in surrounding to it. Attitude is very important because it is attitude which represents you that is how you perform different task and how you deal things happening around you.
Ability of an individual is inborn quality it changes which passage of time like when an individual perform some task again and again a time may come that person will perform activity efficiently. Ability of an individual in organization is required to obtain certain goals and objectives.
Task for M1:
Culture and structure of selected organization:
The organization which I have selected is Mobilink GSM, Pakistan.
About Mobilink:
Mobilink GSM started its business as the primary GSM cellular cell phone services inside Pakistan through MOTOROLA Inc in 1994, afterward Mobilink GSM was purchased by Orascom Telecom Holding (OTH) which is the first multi-national company of Egypt. Mobilink GSM, a subordinate of the Orascom Telecom Holding, is Pakistan's primary cellular and Blackberry service supplier. Having more than 31.5 million subscribers, Mobilink holds market leadership through progressive integrated expertise, the strongest trademark and the largest range of value added services in the business. (Wikipedia , 2011)
Mobilink Mission Statement:
"The business is devoted to give its stakeholders highest level of satisfaction
through admirable services and show that we as a corporation meeting our commercial
as well as moral objectives, in ways that a regular sensible communal expectations of
accountable cellular corporations." (Mobilink GSM, 2011)
Culture of Mobilink GSM:
Complete purchaser approval:
According to Mobilink GSM clients are key to their achievements. Mobilink GSM says that costumers has expectation from us and they are doing to the best of their ability to provide them quality, services more that what they have expected. We will surely work according to needs of our clients.
Business brilliance:
Mobilink GSM struggle to provide the best quality to our clients. Furthermore Mobilink seek to the uppermost standards and search to identify costumer needs every day. This leads Mobilink GSM to market leading company and gives satisfaction to the stakeholders.
Confidence & honesty:
Mobilink GSM gets arrogance in working the top moral principles in an open and frank environment, and by devoting their promises.
Value for public:
Mobilink GSM runs its business by its relation with peoples. Mobilink GSM gives its importance to its employees and other stakeholders and Mobilink GSM believe in cooperation.
Value for employees:
Mobilink provide good, flexible and friendly working environment for their employees. Mobilink GSM treats their employees and managers very well and gives them good amount of salary along with security.
Corporate Social Responsibility:
Mobilink GSM believes that costumers and businesses are in relationship with each other. They are interdependent to each other. Being good corporate business Mobilink not only focuses on earning profit from society but they also spend in the prosperity of societies. (Mobilink GSM, 2011)
Mobilink GSM's organizational Structure:
We visited Mobilink GSM, we conducted an interview with their Customer Care department and also with HR department. According to Customer Care department and HR department organizational structure of Mobilink GSM is "Decentralized". This means that Mobilink GSM involves their lower level managers and employees in decision making.
Advantages of this structure: Due to this structure employees are motivated they consider organization as their family they then work efficiently. This structure leads to new innovations because employees of Mobilink GSM told us in interview that employees can give their suggestions and feedback whenever they want, and feedbacks of employees are given great attention. When their suggestions are liked by the top managers, employees are given different rewards even some employees were given Dubai return tickets.
(Figure showing Organizational structure of Mobilink GSM) (Source: Interview)
Strategic decision making:
Strategic decisions of Mobilink GSM are made by Chief Executives (Presidents) in Islamabad. Other decisions are made by directors of each department involving their lower level managers and employees as well.
Task for D1:
When skills of employees increases salary should be increased as well.
In order to keep employees motivated and efficient they should be given training repeatedly.
Giving awards on good performance to employees should be maintained this will develop competition among employees.
Keeping in mind conditions of Khyber Pukhtoonkhwa employees should be provided good security.
Each department should have emergency alarm and fire distinguisher which would be use in case of emergency.
They should provide pick and drop system this will attract employees from competitors.
Customer Care Department should be improved because too much customers are dissatisfied from their work.
Customers are not satisfied from the mistakes of billing department.
As compared to competitors prices are high and customer is dissatisfied with the quality as well.
Outcome 2nd
Task for P4:
Organizational or managerial theories:
Before we discuss organizational theories it is important first to know what management is.
Management: The art of taking work from employees or people effectively and efficiently.
Effectiveness means doing exact work as told.
Efficiency doing work with less possible input and more possible output.
History: The word manage comes from Italian word (maneggiare) and (maneggiare)Â itself is derived from Latin word (Manus) which means hand. Later on, in 17th and 18th centuries, French word (Mesnagement) influenced in meaning of the English word (Management)"..
Ranks of management:
There are three ranks of management, high-level managers, middle-level managers and lower-level managers. Each rank has its own authorities in organization, which is discussed below.
High-level managers: This includes board of directors, presidents, vice presidents and chief executives. They generally make top decisions. They are accountable for the outside image of organization.
Middle-level managers: This normally includes general managers, department managers etc. They are accountable to high-level managers. They basically acts like interpreters, they describe information of high-level managers to lower-level managers.
Lower-level managers: They are managers who have direct contact with employees, lower-level manager's gives job to employees and takes work from them. In short its lower-level managers who run organization on daily bases.
Development of management thought: how does management start that which steps an organization should carry in order to manage organization
Different organizational theories are of which some are discussed below.
Scientific Management:
"To convert your short skilled labor into efficient employees". This will happen by giving your employees good training that is how to perform different task and by increasing their wages this will increase their interest in work.
Explanation: scientific management is also known as Taylorism. It was developed by Frederick Winslow Taylor, he said that organization cannot be managed by hazy ideas it should be managed by organized rules.
Principles of Scientific Management:
>> Employees should be train for more improvement and they should be motivated by giving awards etc to employees.
>> Recruitment should be completely base on merit (scientifically).
>> Boss should not be so strict so that employees become stressful nor should the boss be so friendly that employees do not perform their tasks effectively.
>> When sales increases, wages should be increased as well. This will encourage employees a lot.
>> There should be possible minimum work pressure on employees so that they can perform their tasks well.
Human Relations Approach:
"This approach emphasize on, that human should not be considered as machines, they should be given proper relation and breaks when working"
Explanation: This approach was first introduced by George Elton Mayo. He was the first person who talked about human relationships approach. He said that human beings become bored when do something for long time without proper breaks, they should be given breaks, they should be provided food, water etc while working in organization.
Salient features of Human Relationships Approach:
>> Employees should be motivated positively not by force.
>> Employees should not be considered as "rational", they should be given breaks while working in organization.
>> This approach stresses on team work, because by team there is low level of work pressure on employees plus when more than one individuals are grouped together to solve specific problem they will do it more effectively as compared to an individual who is alone.
Classical Administration:
Henri Fayol introduced classical administration. Henri Fayol was suburb of Turkey who was born in 1841 and was French mining engineer. He gave 14 principles of management. Which are discussed below.
Division of work: To train employees in order to make them more efficient.
Authority: Managers should have the ability take work from employees. That he/she should be able to make employees to obey their orders.
Discipline: There should be proper rules and regulations in organization and all employees must obey them. Example: wearing proper uniform, coming on time and leaving on time etc.
Unity of command: Employees should be accountable to one boss because the number of boss in organization is more than one this will cause confusion for employees.
Unity of direction: in order to avoid distraction employees must go on one plan that is one direction.
Subordination of person interests to the common interest: Interests of organization must be given top priority.
Remuneration: There should be extra packages for employees in organization. Employees should be given good wage.
Centralization: It means making of decisions by managers.
Hierarchy: They are the managers to whom employees are accountable.
Order: To place right person the task that is every person should be given task according to the work they specializes.
Equity managers should not be cruel or bad with employees they should be friendly with employees.
Stability of staff: There should not be surplus of employees not shortage of employees in organization.
Initiatives: Organization should focus on innovation, they should take risk in making new things.
Esprit De Corps: To work as team because it will ease task for every employees. (Wikipedia, 2011)
Function of management:
Managing almost in every organization helps in achieving organizational goals and objectives, it brings employees closer that is stresses on team work. Management plays great role on motivating employees. There are different functions of management which are planning, organizing, leading, coordinating and controlling.
Planning: For achieving organization goals and objectives planning is done. That how will an organization achieve their goals and objectives. Planning further includes mission, goals, objectives, tactics, budgeting and procedure.
Mission: It is the very reason of existence of an organization.
Goals: Are the long term intentions, what an organization wants to become in future.
Objectives: Are short term intentions of an organization.
Tactics: Are methodologies used to achieve objectives (short term targets).
Strategies: Are game plans which are used to achieve long term targets of an organization (goals).
Budgeting: Amount of capital (money) required for achieving specific goal is called as budgeting.
Procedure: Is the specific way of doing some activity. "OR" Rules and regulations to do some work.
Organizing: Collecting the best resources to achieve different goals and objectives of an organization, which is having good machinery, skilled employees and managers etc.
Leading: guiding employees how to perform tasks in organization, how to behave clients etc.
Coordinating: Providing team work environment, which is helping each other in organization in order to be successful.
Controlling: to monitor how are tasks going on and is it going according to the plan or not.
Motivation: Without motivating employees taking work from them is so difficult. Employees should be motivated because then they will do their work effectively and efficiently and with interest. Employees can be motivated by involving them in decision making and by giving them reward etc.
Managerial Roles:
"Duties or responsibilities of manager in organizations". Manager of an organization should know how to run an organization. Henry Mintzberg grouped roles of manager into 3 categories. They are explained below.
Interpersonal roles: As the name indicates how physique of manager etc is.
Figure head: What are skills of manager and how is figure if manager. Manager should know how to arrange different organizational events and ceremonies.
Liaison: Manager should the ability to forecast. Manager must have good communication with outside agents, this also includes attitude of manager with outside agents.
Leader: Leadership is the inborn quality of manager. Manager is one who possesses influencing ability. Manager should also have the ability how to motivate employees or subordinates.
Informational roles:
Monitor: Managers should know about everything going on in organization, observing and checking etc. Managers monitor organization that is the tasks going on according to plan or not.
Disseminator: Manager is one who receives information and provides information.
Spokesperson: Manager should have the ability to speak on behalf of organization. Manger should have ability to answer the questions of outsiders.
Decisional roles:
Entrepreneur: Manager should have the ability to run whole organization that is manager should have ability to combine four operations and take work from them.
Disturbance Handler: Managers are one who has the ability to handle clashes or disturbance occurred. Managers resolve clashes.
Resources Allocator: Managers are responsible to allocate resources for different departments that hiring right employees, machinery etc.
Negotiator: Managers should have the ability to bargain and discuss problems of one department with other and find solution for that to resolve problems and benefits organization.
Managerial Authority:
Legal rights of managers to manage organization are called as managerial authority. These rights are given to managers by the owner of the organization. Managerial authority is the power of taking work from employees.
Task for P5:
Summary of Case Studies
Summary of case 1st: Managing and measuring organizational culture:
The culture of the organization was suffering from critical condition and there was breakdown in team at every level, employees were dissatisfied, employees' feedback was rarely given attention objection of employees were highly criticized.
It took two year for management and consultants to change the prevailing culture of the organization by giving them proper training and team building.
Executives of the organization were given trained for communication skills and were trained for how to respond for critics of employees.
After two years research specialist took interview with almost every individual of the organization from top level managers to lower level employees and compared the changed culture to the past culture of the organization and they find that the organization culture was changed positively.
Great positive change in culture occurred. They observed good flow of communication, good attitude. Employees were satisfied from the high level managers. There was decrease in sick leaves which saved financial cost of the organization.
There were some great implications due to culture change. In organization communication started flowing, employees were satisfied by the executives learned how to respond to the critics of employees.
Three components are required for good corporate culture flow of communication, social interaction and inspiring leader who leads the whole organization.
Summary of case 2nd: Matrix structure and conflicts:
In matrix structure each manager is accountable for his/her department. This will lead toward conflicts, because manager of each department will focus on his/her department.
Research and Development team found that employees were accountable to two different managers, functional manager and project manager. Information was collected by research and development team by interviewing with 46 peoples including all managers of the organization.
As authority was equal with each department, they used to change business norms and rules and regulation whenever they wanted without properly informing employees of the organization. Due to research and development team managers adopted democratic style of leadership. Strategic decisions were made by involvement of both the departments of the organization. Tasks were clearly defined and employees started knowing to whom they are accountable.
Power and authority should be wisely distributed in matrix structure. In organization political behavior should be destructed from grass root level, because political behavior in an organization creates problems. Appropriate leadership style should be adopted by the managers.
Task for M2:
Organizational theories adopted by Mobilink GSM:
Different organizational theories are adopted by Mobilink GSM which is discussed below.
Mobilink GSM and Human relations approach:
Working environment of Mobilink GSM is flexible and friendly. They provide their employees breaks during working hours. Example Mobilink GSM provides tea, coffee and lunch to their customers. Mobilink GSM values their employees because Mobilink GSM thinks employees as key to the organizational goals and objectives because it is employees who run and control overall activities of Mobilink GSM.
Motivation of Mobilink GSM employees:
Mobilink GSM motivates their employees by involving them in decision making and by rewarding them on doing good performance. We visited Mobilink GSM, we conducted interviews with some employees they told us they have been awarded several times on best performance.
Team work in Mobilink GSM:
Mobilink GSM stresses on team work because problems are solved easily in team work. New ideas are developed from taught of different individuals in team. Mobilink GSM have team leader in every department which leads them.
Mobilink GSM and Scientific approach:
In order to increase level of efficiency in employees Mobilink GSM provides proper training to their employee's proper training. Recruitment in Mobilink GSM is totally based on merit.
Recruitment in Mobilink GSM:
According to the interview that we conducted with the team leaders of different departments of Mobilink GSM they told us in interview that Mobilink GSM has multi cultured employees environment. This means that there are different people who belong to different cultures, religions and race they all are given chance to work in Mobilink GSM, this really shows that Mobilink GSM's recruitment policy is totally based on merit.
When sales increases Mobilink GSM increases wages of employees too. This really motivates employees which lead to efficient work.
Leadership style of boss in Mobilink GSM:
Head of each department is very friendly with their employees because Mobilink GSM thinks that strictness of boss increases lack of interest in employees which in return can be huge loss for the Mobilink.
Task for D2:
Recommendations how Mobilink GSM can improve Management:
Students when go to Mobilink GSM to conduct interview in order to collect information they are rejected several time.
While conducting interview with employees we observed that most of employees do not know about the policies of the organization.
In order to improve customer service department Mobilink GSM increased tax of 50 paisa on per call to customer care which is not appreciated by customers.
Employees in Mobilink GSM are working over time. Example coming time to office is 8:00am to 5:00pm, most of the times employees working time goes to 8:00am to 6:00pm.
Meeting with Customer Care Department is very difficult without good reference. Example they rejected us for interview several times.
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Our People
With significant operational experience, expert knowledge of industry standards, methodologies and frameworks,
our people are frequently asked to speak at industry conferences and events.
In addition to his role as Director, Matthew is active as part of our consulting team, working with colleagues to deliver initiatives for our clients.
Matthew has served on numerous industry bodies, including as President of the Institute of Service Management, Management Board member for itSMF UK, various authoring teams, and the ITIL Change Advisory Board. He was the Design Authority for SFIA version 6, published in June 2015.
Matthew led a joint initiative between the TeleManagement Forum and itSMF UK, focused on service management in telecoms, including the use of ITIL, eTOM, ISO/IEC20000, SID and other elements.
He currently serves on the SFIA Council, is Chair of the itSMF International Ethics Review Board, and contributes to the service management industry and the development of best practice. He is an ISO/IEC 20000 qualified consultant and auditor, and SFIA Accredited Consultant and Trainer, specialising in implementing pragmatic business service management solutions rather than just theoretical consulting. He has considerable experience of BSM, UK and global outsourcing and managed services. He adopts a methodical and completely business-focused approach to designing and implementing practical, pragmatic and innovative solutions.
Matthew is a regular contributor to publications and best practices, and has delivered presentations at itSMF conferences and other industry events around the world. His authoring credits include SFIA (Skills Framework for the Information Age), Service Management, PMI Portfolio and Program Management standards, SIAM (Service Integration and Management) Professional Body of Knowledge, white papers, books, articles and publications.
In addition to her role as Director for all operational aspects of the business, Elaine Burrows works as part of the consultancy team, delivering Service Management Consultancy and product implementations for clients aligning to ISO/IEC 20000, ITIL, SFIA and others.
A SFIA Accredited Consultant, Elaine has direct responsibility for product development, finance, HR, administration, health & safety, legal, ICT and supplier management.
A key focus is the project management and governance for all internal projects, including the development of online assessment solutions in SFIA and ISO/IEC 20000, a SharePoint-based Service Management system, Quality Management system, Office365 implementation and many others.
Elaine's specialties include:
- Project Management from business conception and approval, through design, implementation and operations
- Management of global project teams
- Setting up and management of Operations teams, utilising SFIA and CPD methods
- Full service lifecycle experience
- Service Management – design, implementation and auditing of processes
- Industry Standards – ISO 20000, ITIL, ISO9001, SFIA and COBIT
Elaine is an experienced Project Manager, Operations Director and Service Management professional. She is an individual contributor with proven leadership skills, managing and empowering others to deliver solutions. Her methodical and business-focused approach to designing and implementing practical, innovative and profitable solutions makes her an integral part of the BSMimpact team!
Daniel Merriott is a Principal Consultant for BSMimpact, based in Auckland, and a leading expert in SFIA operating across New Zealand and Australia. Daniel's consulting experience includes advisory and consulting work for government, commercial, and non-profit organisations covering topics such as organisational design, IT strategy, and performance management challenges.
With an excellent pedigree in the IT industry and management consulting, an Executive MBA from one of the leading global business schools, and a passion for making sure people are at the heart of business, Daniel is equally comfortable working with C-level clients, HR professionals, and IT professionals.
Daniel is an Accredited SFIA Consultant and trainer and is a member of the SFIA Council. He is also a Certified Management Consultant, Chartered IT Professional, a Fellow of several professional bodies as well as Certified Information Systems Auditor, Certified in Governance Enterprise IT and a Certified Information System Security Professional.
Paul has over 30 years of experience in ICT through management to ITSM consultancy. Most recently Paul has focused on assessments, either delivering or building assessments to be used in variety of situations. These assessments include ITSM process maturity and SFIA skills assessments. Paul relishes the opportunity to help organisations identify areas for improvement with practical advice and guidance based on years of experience and in-depth assessment knowledge.
Phil Lovell is a Senior Consultant for BSMimpact. Phil provides consulting, assessment, training and workshop facilitation and leads the BSMimpact Assessor community of practice. Phil has worked across a range of clients including federal and state governments as well as commercial and non-profit organisations. Specialist areas of expertise include skill assessment, role profiling, organisation design, workforce planning and professional development.
Phil is an accredited SFIA consultant, a Certified IT Professional with a Masters in IT for Business and extensive professional experience in applications development and resource management.
Liane Taylor is an experienced Manager in Professional Development (PD) design and delivery and a SFIA Accredited Consultant.
A results focused professional, Liane has experience in Organisational Workforce Strategy and Implementation, Education, Program Management and Marketing Operations. Her professional experience comes from a number of Australian and international listed companies within the IT Professional Services, Education, Banking and Shipping industries.
A confident leader, decision maker and mentor Liane's focus is primarily to team with business to deliver practical and commercially focused outcomes.
Liane's well-developed analytical skills are coupled with excellent communication and stakeholder management skills.
Jennifer plays a vital role in ensuring the day-to-day operations of the business run smoothly. Jennifer is responsible for ensuring that effective methods and practices are put into place.
Jennifer plays a vital role in ensuring the day-to-day operations of the business run smoothly. As part of her business operations role Jennifer is responsible for ensuring that effective methods and practices are put into place. Areas covered within her role include sales and marketing, operations management, continual process improvement and business planning.
Jennifer is a highly motivated professional benefiting from 12 year's experience in the IT industry both in large and small organisations, within supplier and customer based roles.
She has a proven track record in delivery of transformational design and IT solutions. With a high level of personal commitment and drive, Jennifer is conscientious, people centred and motivated by the delivery of high quality results.
Jennifer's collaborative approach has ensured she has quickly become an integral part of the BSMimpact team. She is organised, methodical, process driven, has excellent problem-solving skills and great communication skills.
Skills and experience
• Infrastructure Project Management
• Digital Project Management
• Service Continuity Management
• Workarea Recovery Management
• Change Management
• Process design and implementation
• Campaign planning
John Boyle has successfully combined his background in project management and service management with the development of complex £multi-million IT services solutions in sales, engagement and relationship management roles.
His key focus areas include sourcing strategy (both insourcing and outsourcing), development of RFPs, management of bids, and contract negotiations. His extensive operational experience gives him an excellent insight in to what works in the real world, ensuring that initiatives successfully deliver. Following his telecommunications background in the British Army, John's distinguished career has included The AA, DEC/Compaq/HP, and Dell.
John's experience includes both the management of successful IT services bids and the implementation of complex IT services contracts. These include Managed Services, TUPE/ARD, Support and Professional Services across IT infrastructures. Solutions developed include Service-desk (Offshore/Nearshore), "Desktop Utility", Datacentre and Server/Application Support delivered mainly to Telco, Media, Financial Services and Local Government customers.
John is a qualified ISO/IEC20000 consultant and auditor and his work with the BSMimpact team has included the implementation of a Service Catalogue and a 'Service Based Supply' model at Centrica plus the control of Transformation projects aimed at establishing industry "Best Practices" as part of the implementation of an integrated Services Management solution. The scope of this work includes People, Process and Technology integration. He is effective working at a senior level to establish strategy and policies, and also uses his communications, presentation and business finance skills to articulate complex business case scenarios in support of IT programmes.
John is also a SFIA Accredited consultant.
An IT Service Management Consultant and former Vice President of the Institute of Service Management, Gerry Mos has detailed ITIL knowledge; is a recognised expert within IT Governance; and has extensive experience assisting organisations to gain ISO20000 and ISO27001 certification.
Other areas of expertise include ITIL and IT Governance Training; Capacity, Availability and Continuity Management; Product Assurance and Testing; Service Catalogue; and providing extensive people management skills to programme/project management. Gerry can add value to a wide range of client engagements with particular expertise in integrating technology and embedding Service Management best practice during mergers, de-mergers and acquisitions.
Gerry has also developed a number of IT Governance assessment tools and training courses, for ISO 20000 in particular. Operationally he successfully managed a public sector organisation with a multi-million pound budget and 50+ staff for a number of years.
Alex is an enthusiastic, pragmatic and innovative project manager and support manager with strong client facing experience. He is PRINCE 2 certified and has a strong understanding of various project management methodologies and emergent best practices within the Industry.
Technically minded with equally strong interpersonal skills ranging from stakeholder management to team member motivation and development, Alex has a strong aptitude for problem solving and delivering process efficiencies that have a meaningful impact on the big picture. He excels in the organization and simplification of complex information, driving immaculate clarity of purpose across multi-functional teams through clear & concise communication. In addition to his Business Support Manager role, Alex has a large role in ensuring BSMimpact's data security policies and practices are up to date and compliant.
Richard is a SFIA Accredited Consultant with a wealth of experience in IT Service Management, Service Integration and Management and Outsourcing / Shared Services.
He is a highly motivated and passionate individual with exceptional presentation skills. His ability to build strong relationships at all levels in addition to his skills, experience and knowledge of the IT industry makes him a valuable asset to BSMimpact.
An experienced enterprise sales executive and key account manager, Les joined the team to develop the business and manage relationships with enterprise customers in EMEA and the Americas.
With 20 years experience working with both SMB (SME) and Enterprise customers in the technology sector, Les is ideally suited to ensuring that our clients understand and leverage the full potential and value from BSMimpact's consultancy and training offerings and the SkillsTx toolset.
Tristan is a Senior Consultant who has been working in customer service and service management roles for over 20 years.
He has experience across a range of industries including higher education, telecommunications, managed service provision, manufacturing, insurance and entertainment; and a broad experience covering most aspects of ITSM, with interests including Service Desk, Process Design, Change Management, Business Relationship Management, Knowledge Management, Customer Experience Management and Organisational Change.
Tristan's mixture of thought leadership, technical skills, relationship management experience, communication skills and analytical and problem solving techniques will help drive your Service Management culture to the next level. He is also a SFIA Accredited Consultant
He believes in keeping things simple, in the power of continual improvement, and in the importance of people and organisational culture. He thrives on building relationships and getting everyone on the same page to drive results for the customer.
After eight years as President of the New Zealand chapter of itSMF, Tristan stepped down in 2016 and was recently made a life member.
Luis is a Senior Consultant with over 15 years experience delivering IT solutions and services to customers in the telecommunications, finance, manufacturing and services markets of North America, South America, Central America and the Caribbean.
He has experience working with customers at the IT strategy and tactical levels, developing operating models, organisation structures, role profiles, business-IT relationship models, process models, service catalogs and offerings.
Luis is a SFIA Accredited Consultant and is ITIL Expert certified. He is based in Colombia and is fluent in Spanish and English.
He applies various IT and business frameworks, methodologies and models, such as: Business Model Canvas, Blue Ocean strategy, Kaplan and Norton strategy Maps, SFIA, ITIL, Cobit, Togaf and ISO 15504.
Adriaan van de Rijken's skills and global practical experience as a Service and Process Management expert, combined with his deep knowledge of best-practices, people and personal skills, make him a valuable asset on IT Transformation programs and projects.
He specializes in initiatives that focus on Service Management and Improvement initiatives through Executive Advisory, Team Mentoring, Keynotes and Presentations, Strategic Roadmaps and Planning, and last but not least, the use of SFIA.
With responsibilities ranging from strategic and trusted advisor, to business analyst, process engineer, and process manager, he emphasizes the elimination of waste and wait in processes (LeanIT), the organizational change (cultural and political) aspects of management and transformations, governance and compliance (e.g. ISO20000 and support models), and the associated and required skillsets needed to run an IT organization smoothly.
Adriaan has helped organizations achieve rapid improvement as it relates to how they manage People, Processes, Technology and Partners. His ability to understand and manage complex programs helps him to identify improvements that satisfy both the IT organization as well as the IT Services consumer. By relating to all stakeholders, Adriaan ensures a shared vision and understanding, critical to a successful transformation.
Since Adriaan found the success rate of his transformations to increase by this, he ensures to focus on the strategic, tactical, and operational layer within the organization from a value perspective. Meaning that, on the IT as well as the Business side, people need to experience the added value of what is being improved.
Adriaan was the VP of one of the Local Interest Groups of itSMF USA, and he currently serves as the Alliance Portfolio Director on the national itSMF USA board.
Mike Bridgefoot brings broad experience of delivering skills development programs and training to professional and technical staff at all levels in a wide range of international companies and organisations.
He has a wealth of experience in a number of areas, including:
– Professionals in IT and Engineering
– Qualification development
– Standards development
– Accreditation
– Assessment
– Competencies
– Training needs analysis
– Program development, and
– Multimedia
Mike was the Head of Registration and Standards at The IET (The Institute of Engineering and Technology), Chair of the SFIA Foundation for more than 8 years, and General Manager – West London Training.
Stuart is qualified to 'Expert' level in both ITIL and ISO/IEC 20000.
He is an accredited trainer for a number of examination bodies and a lead trainer for our training services.
Prior to 2000, Stuart spent a number of years as a senior manager within a Bristol based IT company delivering services across Europe. In 2000 he got involved with ITIL and IT Service Management when he joined CEC Europe, as employee number 3.
During Stuart's time with CEC Europe he delivered ITIL consultancy projects, ITIL training courses and BS 15000 assessments. In 2004 the organisation was acquired by Hewlett Packard, and Stuart spent almost 3 years delivering and developing various ITIL courses.
As Head of Training with Pro-Attivo Stuart was fortunate in that he could mix training with consultancy. His experiences at Pro-Attivo were dominated by ISO/IEC 20000. Achieving certification is not just about ITIL, as ISO/IEC 20000 is framework neutral, it's about taking IT Service Management to the next level.
In November 2009 Stuart joined Severn Valley IT Service Management, as a founder member, where he continued to deliver both consultancy and education engagements.
Stuart is qualified to 'Expert' level in both ITIL and ISO/IEC 20000 He is an accredited trainer for a number of examination bodies and a lead trainer for our training services.
Glenn Lee is passionate about improving ICT professionalism and knowledge sharing.
Glenn is a senior Certified Professional member of the Australian Computer Society and has been a member for over 25 years. He has served at Executive Committee, consulting and mentoring levels.
With 30+ years working in ICT, Glenn's career has covered programming, business analysis, mobile computing design and project management, strategic ICT Planning, information and computer security management, risk and contingency planning.
He has an in-depth knowledge and implementation experience of the Skills Framework for the Information Age (SFIA). Glenn has provided consulting services on harnessing the benefits of SFIA, both at a organisation and individual ICT professional level.
Chris Walters is an experienced and successful project professional specialising in PMO design, management and refresh, as well as portfolio-level governance definition and refinement.
His extensive experience in managing projects and PMOs as a consultant, a supplier and as a staff member, together with his industry presence (P3O refresh Senior User, Chair of UK APM PMO Specialist Interest Group, PMO Flashmob co-founder) and his enthusiasm for enabling your project ecosystem to be effective allows him to be a credible change partner for your organisation.
Chris has achieved professional accreditation in Prince2 Practitioner, Managing Successful Programmes Practitioner, ISEB Certificate in Project Management, and is a Chartered IT Professional (MBCS, CITP) and professional Member of the Association for Project Management (MAPM).
Tony brings diverse experience from his 20+ years in IT. From early days as a software developer, he worked for HP Enterprise Services, implementing comprehensive service desk solutions for major European customers and providing technical consultancy to multi-million dollar comprehensive outsourcing opportunities.
Tony is passionate about helping customers identify and realise business value from technology. At HP Software he was responsible for leading global business value programs, creating third-party validated value selling tools, assets and associated field enablement providing sales and pre-sales with the skills, knowledge and support to sell value and build business cases collaboratively with customers.
Confident and approachable, Tony has led many high-performing teams and complex programs, and rapidly builds strong and trusted working relationships at all levels. He is recognised as an influential leader and perceptive thinker, and able balance short-term tactical goals against longer term strategic vision, defining pragmatic approaches and delivering service excellence.
Suresh has over 14 years of IT experience in different facets of IT Service Management, IT Governance, Project & Program Management and ISO Standards.
Suresh GP has over 14 Years of IT experience with 8 years at Hewlett Packard (HP).
He has a wealth of experience in different facets of IT Service Management, IT Governance, Project & Program Management and ISO Standards. Over the years, he has performed diversified roles that included ITSM Consultant/Solution Architect/ Program Manager/Business Consultant and Architecture & Standards Governance Manager. With ideal blend of experience in Infrastructure Management domain and Managed Services, he continues to be a trusted advisor for Clients World Wide.
To complement his extensive experience, he has earned wide range of certifications that include ITIL V3 Expert, CGEIT, PMP, ISO 20000 Practitioner and ISO/IEC 20000 & 27001 Lead Auditor.
He is a regular blogger and speaker in National & International Forums like itSMF Australia, SITS, itSMF UK, itSMF NZ. Suresh is a Co-host of ITSM Global Podcast .He also serves as Board of Director at itSMF India and won the ITSM contributor award from itSMF Singapore.
ITSM, IT Governance, Project & Program Management, Information Security, Business Continuity Management and ISO Standards ( ISO/IEC 20000, 27001, 22301)
With over 39 years of experience in the technology industry, James brings deep expertise in technology, training, certification & assessment, and organisation & skills development to BSMimpact.
James is an Accredited SFIA Consultant and has conducted SFIA implementations across North America.
He has published numerous blogs and a white paper on deploying IT skills frameworks. His recent focus has been on Business Transformation and Sales Enablement for IT technology outcome-based selling.
James is a Certified Cisco Enterprise IT Business Specialist. He holds a B.A. in Management Information Systems, an M.S. in Information Systems Management, and a M.Ed. in Adult Education and Leadership.


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If you're looking for information about Spiritual Palmistry Readings, click here.
Hi and welcome to my website! I am looking forward to your seeing my art works. It certainly is good to have the site up and running again and I have posted some new work that may perhaps peak your interest. To enlarge an image, just click on the image for a larger view. When you are done browsing would you please click on the form at the back of the site and send me a note saying if you enjoyed your visit to my art website? I love to get feedback!
Please enjoy your visit!


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Date: 25/9/2015
Whilst there has been no government planning policy changes on solar power, biomass and waste-to-energy schemes, there appears to be a clear new funding agenda.
Michael Wilks, the Society subject specilaist for NSIPs, told Planning magazine that there is a "direct relationship" between the prevailing financial support mechanisms for renewables and the frequency and timing of planning applications. "For offshore wind, the rate at which projects are coming forward and the size of those projects is diminishing, so there is a corresponding effect on workloads," he said.
"The visions of local plans coulkd be predicated on rapid growth in the offshore energy sector, with estimates of terrific job numbers that may not be forthcoming soon, if at all" Wilks added.
Michael Wilks


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The awareness and proliferation of exchange traded funds (ETFs) provides retail investors with portfolio management tools that were rare even ten years ago. This has resulted in a move towards do-it-yourself investing using these tools - all major banks now offer discount brokerage platforms so individuals can buy and sell as they wish. And because ETFs trade on the stock market, they can be bought and sold more readily than mutual funds which trade only at the end of each day.
The benefits of this approach to investing include diversification and cost saving. By using an ETF, a basket of securities is purchased in one trade – there is no need for single security selection. And when compared to traditional retail mutual funds, which include compensation for an advisor, ETFs are much less costly since no advisor compensation is included.
But does the use of ETFs result in better performance by individual investors? A study, entitled "Passive Aggressive: Index-Linked Securities and Individual Investors"[1], studied data from one of the largest brokerages in Germany. The data covers a period from August 2005 to March 2010. The results supported enhanced performance on the basis of investors being prevented from making wrong stock picks. However, users "are employing these easy-to-trade index-linked securities to make factor bets, and they are betting wrong, especially on the momentum factor... the good effects of better security selection is offset by the bad effects of worse factor selection and factor timing."[2]
It seems that individual investors, while convinced that single stock selection is a risk factor that can be overcome through diversification, now have cost-effective tools that allow them to try to time the market. Once again, they become their own worst enemy, believing it is possible to improve performance by market-timing.
While all investors are different, and many have the discipline and knowledge to be effective "do-it-yourselfers", many are not. For those in the latter category, an advisor who works with clients to identify goals, develops a plan to meet those goals, constructs portfolios in accordance with those goals and the client's risk tolerance, implements using low-cost ETFs or mutual funds, rebalances, pays attention to tax efficiency and helps the client stick to the plan can be well worth the fees charged.
[1] Bhattacharya , Utpal, Hackethal, Andreas, Kaesler, Simon, Loos, Benjamin and Meyer, Steffen, Passive Aggressive: Index-Linked Securities and Individual Investors (June 29, 2012). Available at SSRN: http://ssrn.com/abstract=2022442 or http://dx.doi.org/10.2139/ssrn.2022442
[2] Ibid, p.6


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The general Airbus jet seating plan features first class seating up front behind the pilot cabin, comfort or business class seating directly behind first class, and economy seating for the majority of passengers. Airbus seating configurations include first class, business class and three types of economy class seats. Seating charts on Airbus models vary by airline and model number.Continue Reading
The comfort level of Airbus seating directly corresponds to class designations. For instance, there are only 12 seats in first class on a Delta Airlines Airbus model, and these passengers have the most space to relax and move around. Comfort seating, often used by business class passengers, tends to provide travelers with extra leg room and wider seats. Airbus economy class seating is designed to maximize use of space.
The standard Airbus seating layout for first class is a row of four seats with two connected middle seats. In business class, passengers sit six-abreast in pairs. Premium economy has seven seats, and three passengers sit together in the middle section. Standard economy has eight seats with four in the middle, and high-efficiency economy seating features nine seats in groups of three. Airbus first class seats are the widest and span 27 inches.Learn more about Airplanes & Helicopters


text: JOY: Junior Orthodox Youth is our community's youth group for kindergarten to 6th grade children. The purpose of JOY is to help our children grow into emotionally, physically and spiritually well-rounded people. Children learn to live spiritually strong Orthodox lives by planning and completing philanthropic projects both inside and outside our community. Through educational programs, the children experience our Orthodox Faith first hand and learn about its richness and beauty. Various physical and artistic activities engage the children in an environment of sportsmanship and creativity. The children have fun and develop warm friendships with other children of our community. Meetings are held on the 2nd Friday of each month.


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It's an open Q&A session -- members are welcome to stop by and ask questions about anything at all. RSVP appreciated but not required (via http://www.cothrive.org/calendar page).
Here's the link:
1. Please join my meeting.
2. Use your microphone and speakers (VoIP) - a headset is recommended. Or, call in using your telephone.
Dial +1 (571) 317-3131
Access Code: 748-137-253
Audio PIN: Shown after joining the meeting
Meeting ID: 748-137-253
Online Meetings Made Easy®
Sustaining members will be given preference since their financial support is what keeps CoThrive running. If you haven't yet become a member, but would like to please join us. Anyone is welcome to attend, observe and contribute ideas. One-time love offerings always appreciated.
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2018 National Small Business Week Virtual Conference
SCORE and the U.S. Read more
3 Ways to Boost Your Bottom Line
In this SCORE webinar, you will learn a simple system you can use to understand your numbers, control your cash flow and boost your bottom line. Read more
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The Power of Pricing
Did you know that more than 80% of small business owners underprice their products or services? How do you know if your pricing is too high or too low? Read more
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October 30: Simple Social Media Graphics - Make Your Posts Visual
This webinar will discuss the images you can create and share through social media, branding your visuals, how to get started designing and more. Read more
October 23: Increase Your Cash Flow with a CRM System
In this webinar, CRM expert Gene Marks will discuss how CRM systems can help your business increase sales, profits and cash flow. Read more
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In this webinar we'll discuss how to help improve your interactions with customers and establish a strong digital presence to boost your bottom line. Read more
October 4: Create a Successful Holiday Marketing Plan
This webinar will provide guidance on getting in front of your customers this season, and tips and tools to get your website found by holiday shoppers. Read more
September 25: One Page Business Plans: Simple and Highly Effective
This webinar will teach you a simple way to create a plan that helps others understand the business you are building and why. Read more
September 20: How to Turn Your Customers into Volunteer Marketers
In this dynamic and modern presentation, Jay Baer presents you with a simple and precise framework for word-of-mouth marketing that will grow your business. Read more
September 13: 4 Secrets to Grow Your Business Independent of Your Role
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Howard Neubert
Howard is a member of the Hall of Fame. His citation is below:
Howard Hale ("Yank") Neubert, from Waterbury, Connecticut and Crosby High School, was an All-Maryland performer in football and basketball.
He was a first-class end–a fine pass receiver, a solid blocker and a resourceful defender. He was the first substitute at that position as a freshman, became a regular as a sophomore, and played both end positions at different times during his final two seasons. Howard Neubert was first team All-Maryland in his senior year of 1939.
In basketball, he was elusive with an excellent repertoire of shots, and was a formidable defensive player for that time at 6'2",185 pounds. He possessed a deadly two-handed overhead shot, and was known for his unorthodox shots from the corner and his fakes. He was best-known for the great in-bounds play where he would leap, take the ball and shoot–all in one motion.
Neubert earned second team All-Maryland honors as a junior in 1938-39.
As a senior, he was the second leading scorer in the state, and was named to the first team All-Maryland.
He also was a respected campus leader. He served as president of both the Varsity Club and the Athletic Association in his senior year.
He died in 1982.


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Building relationships, gaining confidence, and being humbled are just a few of the experiences had by a group of UFV students on a recent trip to Antigua with the Champions for Health Promoting Schools program. Learn more.
Explore similarities and differences in nursing roles and nursing education between Canada and Belize. Study in Belize with the International Nursing Course. Learn more.
Travel to Italy on a two week study tour in collaboration with an International Summer School in Sport Sciences in Rimini. Learn more.
Join a student organization...
Visit UFV Student Nursing Association (NSA) or the Kinesiology and Physical Education Student Association (KPESA) webpage for additional information.


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Another stage with 'sprint' written all over it. There are two 4th-category climbs heading south-west from the Champagne centre of Épernay, but little to trouble the sprinters and their teams heading into Montargis.
Expect the traditional first week formula of 'breakaway + chase = sprint' to apply. The last time the Tour headed into Montargis the fastmen held sway, as Belgian-based Australian Robbie McEwen romped to victory in 2005.


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Among Trees
- Artist: Francis Doughty
- Genre: Folk
- Release Date: 1/5/1999
'One of the few local guitarists following in the demanding John Fahey/Leo Kottke mode...guitarist Francis Doughty is one of the best-kept secrets in town.' (BOSTON HERALD) Francis Doughty is an exciting folk instrumental guitarist who has been playing music since his early teens. Inspired by the likes of Leo Kottke, John Fahey, and a wide range of classical music, Doughty has used those influences to develop his own unique voice on the guitar, which ranges from the thrilling to the haunting. 'It takes a large talent to keep people listening when the only voice to be heard is that of a single instrument, even if it has 6 or 12 strings...Doughty uses his strings to get where he's going...in songs that demonstate great range and tone...[they] come slowly with feeling, or they come in torrents.' (Daily Hampshire Gazette) Doughty's guitar-playing is riveting and instantly engages the audience. Indeed there are a lot of good 6- and 12-string players out there, but it is his masterful song-writing which makes Doughty a true standout. Attending a Francis Doughty concert never fails to leave an audience enthralled. His shows present a mix of his own songs, several classic covers by Kottke, as well as arrangements of traditional or jazz pieces - and always a surprise or two. The counterpoint to his music is his endearing stage manner and colorful humor. He makes a genuine connection. Showcase Performer at Falcon Ridge Folk Festival 2001 and 2004 'Francis Doughty paints pictures of New England with his guitar.' (Jason Bovian, Here and Now, WBUR) Francis has released two instrumental guitar CDs, Among Trees and Under the Sky, both receiving high praise from reviewers and fans - and he has been featured at venues throughout the Northeast. Doughty has shared the stage with or opened for Gordon Bok, Lui Collins, Tony Vacca, Don White, Adrienne Jones (of Mad Agnes), Kiernan Kane, Elliot Bronson, James Durst, Thea Hopkins and others. He has made numerous radio and several television appearances, including a feature on NPR's magazine show 'Here and Now,' taped at WBUR in Boston. When Francis Doughty speaks through his guitar he transports the listener to another place. He comes at you with a wall of sound from his 12-string in songs such as: the highly-charged crowd-pleaser, We're Getting Closer, his equally energetic Pearl-Streaked Morning or Leo Kottke's epochal masterpiece, Morning is the Long Way Home. Tempering the fast paced favorites are the beautiful, evocative songs such as the Irish traditional song, Sheebeg Sheemore and the tender ballad Steve's Pain. The overall result is not just impressive - a Francis Doughty concert takes you on a memorable ride! '[His] arrangements can blow blades of grass or fall like icy snow. More than words. You can easily lose yourself in Doughty's music...' (Worcester Magazine - Charlene Arsenault)
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Welcome to Kinondo Kwetu
Kinondo Kwetu
Galu Beach, Kenya
With seven suites, three cottages and a beach house, Kinondo Kwetu is a small and intimate beach hideaway. Family-owned, the emphasis is on a home-away-from-home feel. It is a paradise for those wanting a more personal experience on the Kenyan coast.
At a Glance
Delicious, fresh food
Walk out far on the jetty at low tide
Stunning white sandy beach and turquoise seas
Climb up the viewing tower to watch the sun set
Try kitesurfing or enjoy the more relaxing snorkeling in the warm Indian Ocean waters
Insider's View
Explore the incredible range of books and vintage Africana with a pre-dinner drink in the library.Louisa Ross-Taylor
Insider's View
The beach is wonderful for relaxing in the heat of the day - lovely breezes coming from the ocean!Anna Hearn
Insider's View
Head up to the Shimba Hills one day for an afternoon game drive spotting elephants and giraffe and end with drinks watching the sunset and a picnic dinner with amazing views over the bush. An amazing ''bush'' experience during your beach vacation!Camilla Whitworth
Call us on 858 345 1761 to start planning your vacation to Kinondo Kwetu
Located on a tranquil private beach south of Diani on the southern Kenyan coast, Kinondo Kwetu is distanced from any residential neighbors by rocky cliffs and endless beach. The accommodation is surrounded by green shady gardens within a short distance of the white sands. Family-owned and run by Ida and Filip Andersson and their two children, a stay at Kinondo Kwetu is more like staying with friends in their delightful beach home than in a hotel.
Kinondo Kwetu can accommodate up to 38 guests in various cottage rooms and suites, all decorated in a typical Kenyan style, making the use of local traditional craftsmanship. The seven suites are contained in the Mama Taa Villa with four upstairs and three downstairs. Three are doubles while the other four have either a double, twin or single room as a second bedroom. All rooms are en-suite.
The three cottages are double rooms with en-suite bathrooms. The Mbuyu Cottage has a connecting single room while Beach House comprises two separate en-suite double bedrooms, one above the other.
The variety of suites, standalone cottages and family cottages mean Kinondo Kwetu caters well to couples, honeymooners and families and there are plenty of areas to relax in peace and quiet. In keeping with its barefoot character, not all rooms are air conditoned, if this is an important factor please discuss this with your consultant.
In addition to relaxing in the sun and swimming in the Indian Ocean, Kinondo Kwetu offers an impressive selection of exciting activities ranging from snorkeling to deep-sea fishing, horse riding and yoga. There is one very large and one smaller outdoor pool, a tennis court and also an exercise area. Massage and beauty treatments are offered and there is also a wood-fired sauna.
The resort sits right in the beautiful white sandy beach, which is tidal, like much of the east African coastline.
Kinondo Kwetu offers a range of rooms and suites providing an option for everyone from families to couples. Every suite and cottage has an individual character; decorated in a traditional Swahili style. All rooms have expansive king size or comfortable twin beds draped with mosquito nets and some have air conditioning. Most rooms have sea views and none are further than 30 meters from the beach.
Mama Taa villa has eight suites, four upstairs and four downstairs. In particular Borelius suite is great for families, connecting to a large ensuite twin or triple room.
There are five individual cottages, three double cottages, one double cottage with a connecting single bedroom, and the beach house which is a double story cottage with an upstairs ensuite double bedroom and a downstairs double ensuite with connecting single bedroom.
Mama Tina Villa has one double bedroom and two single rooms with a shared bathroom.
|Main House Double Room
Double, air conditioned room with en-suite bathroom.
|Main House Single Room
Two single rooms that interconnect through a shared bathroom. The rooms have separate entrances.
|Cottages 1, 2 and 3
Large double rooms with an en-suite bathroom, sea views and a private verandah.
|Cottage 4
Double room connecting to a single room with separate entrances. There is a shared bathroom and verandah and beautiful sea views. An extra bed can be added to the single room upon request.
|Cottage 5
Family cottage over two floors. On the ground floor there is a double bedroom and a single bedroom (an extra bed can be included upon request). Both rooms have their own bathrooms. Upstairs there is a double room with a private balcony and en-suite bathroom.
|Mamataa Villa family room
Three family rooms are double rooms connecting to a twin room and one of the doubles connects to a single room. Both rooms all have separate en-suite bathrooms and either sea or garden views.
|Andersson Suite
The Andersson Suite has one large double room and en-suite bathroom and is air conditioned. There is a private balcony with sea views.
|Borelius Suite
The Borelius Suite has one large family living room, a double room and one twin room which can also have an extra bed included upon request. Both rooms have separate en-suite bathrooms and are air conditioned.
Children of all ages are very much welcome at Kinondo Kwetu and babysitting can easily be arranged where necessary. Baby cots, baths, bottle warmers and extra beds are all available on request and a baby car seat is avaiable for children up to 3 years. The owners Ida and Filip have brought their children up here, and are very accommodating to children of all ages.
Kinondo Kwetu has two swimming pools, one very large and one smaller. There is a tennis court on site for guests to use and also a sauna for those who want a bit of rejuvenation. If you feel like indulging in a bit of pampering, massages and beauty treatment can be arranged.
From Kinondo Kwetu there are plenty of water sport activities like water skiing, wake boarding, sailing, canoeing, boat excursions, stand up paddle boarding, snorkeling and deep-sea fishing. They specialize in scuba-diving and cater for complete beginners to the highly experienced. It is also possible to arrange horse riding, mountain biking or a day trip to Shimba Hills. You can also visit the sacred Kaya forest, home to beautiful trees, monkeys and fascinating birdlife, as well as learning about the spiritual rituals carried out here by the local communities. Guests can also enjoy cultural visits to the local village and community work that the lodge does. All the activities are with the experienced, trained staff from the hotel.
Location & Directions
Galu Beach, Kenya
Kinondo Kwetu is a small private hideaway situated on Galu Beach in the south coast of Kenya, with views across the Indian Ocean.
When to go
Kinondo Kwetu is closed from the beginning of May till mid July. The rainy season on the Kenyan Coast is generally during May and June. So from July onward the weather is gradually getting hotter and dryer until March/April when it reaches the high 90's (over 40 degrees C). Christmas/New Year is generally considered the peak season and the weather is lovely then with constant sunshine and gentle off shore breezes. If you want clear seas for diving then make your trip after August/Sept.


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Content Marketing Calendar - Digital Marketing Templates
This report is part of the Content Marketing - Digital Marketing Template Files bundle. See Digital Marketing Template Files for more details.
Digital Marketing Template Files: Content Marketing
Author: James Gurd, Owner and Lead Consultant, Digital Juggler
Files included: 1 file
Title: Content Marketing Calendar
About this template
Having a clear and structured process behind your content marketing strategy is key to its success. Use this Content Marketing Calendar to plan and implement the different parts of your content marketing strategy, working in channels including PPC, SEO, social media, affiliate marketing and email marketing.
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For the best experience on the Abcam website please upgrade to a modern browser such as Google Chrome
Synthetic peptide corresponding to Human Furin (N terminal).
(Peptide available as
Our Abpromise guarantee covers the use of ab28547 in the following tested applications.
The application notes include recommended starting dilutions; optimal dilutions/concentrations should be determined by the end user.
|1/1000 - 1/5000. Predicted molecular weight: 88 kDa.
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|Use at an assay dependent concentration. PubMed: 20454619
Please note: All products are "FOR RESEARCH USE ONLY AND ARE NOT INTENDED FOR DIAGNOSTIC OR THERAPEUTIC USE"


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Video to GIF Animation Converter v.v2.0
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AVI to GIF Animation Converter v.v2.0
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Easy 3D Title Animation Maker Software. Web design is more than just picking the right graphics and layout. In order to truly make an impact in this crowded landscape of cookie-cutter websites, you need eye-popping visuals that capture and hold your


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Every area of industry and commerce can be improved with Project Management. Training for a career in Project Management will lead to some really absorbing and satisfying assignments in industry. If you have a methodical mind and can structure your thoughts well, this could be right for you. The ability to communicate well with others is a plus point as well, because much of the success of a project depends on everyone pulling together.
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Project Management has a good deal of terminology that students need to comprehend. As well as learning about basic PM tools and techniques, it's essential to be familiar with common terms and the current ways of thinking. Do some research of your own to discover the different approaches used by Project Managers, and the various training routes that will prepare students for work.
Project Management In The 20th Century
By the mid twentieth century we had moved into the early days of the modern Project Management era, when it started to become recognised as a discipline in its own right. When the US Navy was developing the Polaris Missile system, a new technique was needed to cope with all the various aspects of the job. Thus the PERT chart was developed to simplify the planning and scheduling of this massive project. This and other mathematical techniques such as the Critical Path Method (CPM) started to spread. Pioneering work by Hans Lang and others led to technology for estimating and managing costs, along with engineering economics.
Under the original name 'International Management Systems Association', the renamed International Project Management Association was established in the sixties. Over forty thousand people are now members of this Swiss registered alliance. The International Project Management Association offers a four level certification track ranging from Associate to Director.
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Two years after the IPMA was formed, the PMI (Project Management Institute) was founded in America. In the nineties it published its first version of the definitive guide to project management, the PMBOK Guide. It's designed to cover variables that will apply to the majority of projects throughout industry. In addition to the general guide, specialised extensions have now been produced which cover the unique aspects of certain industries (e.g. Government, construction etc). Training courses are available which cover all aspects of the PMBOK Guide. They will prepare you for some of the most the industry-respected qualifications, which in conjunction with on-going experience in the field will really advance your professional career.
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Viewing Sent Items
Before looking at the Sent items pages it is important to clarify the difference between batches and messages.
Any SMS sent between 2 parties, a message can be up to 4 parts depending on the number of characters in the message.
A single message will be a batch, but batches group together messages that were all sent at the same time via the same form or file. For example:
- if you send a message via Simple send to a single number – this is a batch
- if you Simple send to send to multiple recipients – these messages will all be part of the same batch
- If you send via Bulk to 1200 recipients – these are all the same batch
Message Status
Viewing Sent items
When you enter the Sent items area by default you see the list of batches that have been sent, this means you can quickly see a greater date range if you send large number of messages at once.
The Submitted at column is shown in the timezone of your user profile, so if the time seems unusual its worth checking your profile settings.
You can see how many messages were in the batch, and which user on the account sent the messages, finally you can see the account that this was sent from, this is because Sent items shows you any batches for accounts that your user is connected to.
You can then select a batch to view more detail on the send.
At the top of the page you'll be presented with a summary graph:
This will show you the current status of your messages. (remember that messages will be tried for up to 72 hours, so this graph can change)
Below the graph is the same data as a list of each message in the batch
If you don't send batches or just want to see all your messages at once then try selecting the Messages option from the menu:
This displays similar information but in a list view:
If you need to see the full message you sent you can click on the row to get more details.
In any of the list views the default number of rows displayed is 15, but you can change this at the bottom of the page up to 100 rows per page.


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