Consider the following statement from Alice, a project engineer at S.pdf

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Consider the following statement from Alice, a project engineer at Supreme Electronics: I report directly to Neil. He is one person who has the uncanny ability to stretch the truth. He selectively remembers things and uses his selective memory to nullify agreements or change things. On a proposal we submitted to a customer, we spelled out that a particular key team member would be leaving the project after two weeks, and Neil altered it to make it look like he would be running the whole thing. Another time, he cited his ability to develop people as the reason there was a high turnover rate in the department. In fact, most employees jump at a chance to transfer to other departments or to leave the organization. Not long ago, during a department meeting, my boss was talking about the importance of mental toughness. To illustrate the point, he told us about how he had played football in college against some greats who later played in the NFL. A co-worker got a copy of the schools media guide, and nowhere in the All- Time Roster List was our bosss name. When the co-worker confronted him, he said we had misunderstood. The guy is a compulsive liar. Im locked into this job and cant afford to leave. Ive repeatedly tried to transfer out of the department, but while my boss tells me to my face that hell support my efforts for advancement, Ive found out that he continually stonewalls my requests. With the current economic situation, I cant find work using my SKAs that would pay me near what I am earning here. I cant afford to leave! Data indicates that 85 percent of current (2013) are considering leaving the organizations they work for. If you were Alice, how bad would the job situation under supervisor Neil have to get before you would seriously consider taking a job with less responsibility and for less pay?.

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Employers Say Skills Are Lacking In Candidates And New Hires Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired. frequently mentioned include: Adaptability. Change is constant. We all have to adapt - Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly don't", "it ain't right", "he and me bounce back after set-backs, you went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~ and it will keep someone from getting Problem solving and critical a job or a promotion. thinking. Employers want employees-. Businesswriting. With Twitter and who can innovate, analyze situations, texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With of shortcutting and taking liberties less people and fewer resources, with generally accepted writing rules. employees have to be self-directed, But, whether it's a letter, memo, work independently as well as in e-mail, phone message, or a report, teams, and think on their feet. employers expect employees to write, ~ These skills seem common proof, and distribute proper, clear, sense. But they are not transferring and error-free messages. into the workplace. Some of these Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential. being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates have value. and skill gaps for employees is the Office Proficiency Assessment Interpersonal skills. Today's workplace requires teamwork - with people above and below your rank, people inside and ... see Skills Lacking on page 3 Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For more than 25 years, she was the Manager of Education and Professional Development for the International Association of Administrative Professionals (IMP) and now serves as the Chief Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who provide training to organizations. She was the Admin Support Advisor on Monster, and had columns in Office Solution s and OfficePro magazines. She was also the General Editor for The Complete Office Handbook. Susan has worked with business educators and corporations to prepare office professionals to excel in their roles. She has also worked with educators to develop a business/ administrative curriculum used throughout the U.S. and Can ...

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FIRE ENGINEERING April 2013 139www.FireEngineering.com B Y R O N K A N T E R M A N W E’VE ALL HAD BOSSES WHO APPEAR TO BE good leaders but who are terrible managers, and vice versa. Both disciplines take hard work. Man- agement entails lots of planning, organizing, staffing, delegat- ing, budgeting, and other responsibilities. Can you be a good leader and a good manager at the same time, good at one and not the other, or lousy at both? Yes to all three! A chief of a small combination fire department who was a great manager and administrator could justify an ice delivery to the firehouse on a 5°F day in February and get the funding from city hall, but he couldn’t lead the members to the breakfast table—he had no people skills and tended to mess with the troops regularly. When I asked him why he did that, he answered, “Because I can.” Leadership isn’t necessarily what’s on your collar. Respect for rank comes with that rank, but respect for you as a person comes with having the right qualities. Think about the best leaders, officers, and firefighters you have worked with. What made them what they were? I’ll guess they were trustworthy, dedicated, and well-read people with great integrity who had respect for others at the highest levels. Also think about the worst leaders you’ve come across. You can learn from the bad ones, too, because you will know what not to do! VISION AND A COMMON BOND Consider the greatest leaders of all time. They were able to lead the masses and bring them to the place they wanted their people to be—for example, Dwight Eisenhower, Abraham Lin- coln, H. Norman Schwarzkopf, and Fiorello LaGuardia. They all had one thing in common—vision. If you are going to be a leader in your organization or the leader of your organization, you must have a vision. Don’t confuse your vision statement with a mission statement. Most emergency services organizations have a mission statement that include words like service, dedication, best, customer, quick, efficient, effective, ability, and so forth. But a vision statement is much different. It’s your opportunity to dream a little and shape your vision into what you believe the organization should and could look like. Put aside the budget and all the other current obstacles, and develop your vision for your organization. Once you’ve done that, share it with your staff. It may become a group vision at this point and then start to filter down to the line. “Our firehouses are 100 years old. We need new quarters. My vision is to build new firehouses.” Sounds impossible? If you don’t believe in your own vision to start with, it will never come to light. You must believe in it yourself to make others believe that it’s possible. If a vision just came to you and you responded, “That will never happen,” either modify the vision while still keeping with your ideals or change the situation preventing ful ...

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My classmate writes for me to answer. I need to answer him and her can you help with these question? 1- Brain posts this one for me to answer him. It seems that you have the highest score amongst us all, which would explain your line of work. Having your own company would require for you to be at the top or close to it. An extrovert has the ability to make it very far in life, because they have the ability to shine, or take over a room, which is needed. Companies want a person of that nature; I look for it all the time when I conduct interviews. 2- Anna posts this one for me to answer her. I would say my personality is strong and sensitive. I am currently working at a "scrap company". We have a shredder, which means we recycle metals and ship them to the mills. My organizational environment has shifted. We used to be calmer and never worried about our jobs. We were treated nicer than we are now. Our president of the company retired and the vice president took his place. When this happened things changed for the worse. One of my traits that do not work in an organizational culture is my emotional stability. I know things bother me more than other people. This trait gets in my way a lot. My second trait is extraversion. This trait gets me in trouble if I talk too much when I work. The effect that an organizational culture might have on the personality traits are trying to be someone you are not. Sometimes we have to act and be a certain way in the workplace. This is a hard thing to learn sometimes. Brian posts this for me to answer him. It seems as though I am well rounded based on my score. With my lowest score being an extrovert and my highest score in openness to experience, I believe these are good qualities to have so you can influence an organization. The need to be an extrovert in an organization is a plus if you want a promotion, as it can be seen as a soft skill. Being open to experience can help a company grow, and reach place it wouldn't think it could reach. It allows people to continue to learn and grow. I have worked on property management for the last eleven years on the operations side. Working in my line of work, you need to be well rounded in order to succeed, because we wear many hats daily. Can you reword these answers for me in your own words? DO NOT use the same words as in the sentences. A- Neema, Your score does show that you are well rounded, which most project managers are because they have to. They have to be able to manage any project or team they are assigned to, if your scores had a big difference between them, I think it would affect you at your job. B- I found this video to be very interesting because I had never thought of it that way. I do show that it is possible to change behavior to improve the environment of the workplace. It is very nice to work in a workplace where everyone works in harmony. When you get that person who doesn't want to work with others nicely it not only creates ...

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CONTRATO DE ARRENDAMIENTO COMERCIAL Este Contrato de Arrendamiento Comercial (Arrendamiento) se celebra el da ____ de ___________ de 20__, por y entre __________________ (Propietario) y _________________ (Inquilino). Arrendador es el propietario de terrenos y mejoras cuyo domicilio es: __________________________________. El Arrendador pone a disposicin para arrendamiento una porcin del Edificio designada como ___________________ (Locales Arrendados). El Arrendador desea arrendar el Local Arrendado al Arrendatario, y el Arrendatario desea arrendar el Local Arrendado al Arrendador por el plazo, al alquiler y segn las disposiciones establecidas en el presente. POR LO TANTO, en consideracin de las promesas mutuas contenidas en el presente, y por otra consideracin buena y valiosa, se acuerda: 1. Plazo El Plazo inicial del Arrendamiento comenzar el _____ da de _____________, 20__, y finalizar el _____ da de _____________, 20__. El Propietario har todo lo posible para poner al Inquilino en posesin de las Instalaciones Arrendadas al comienzo del Plazo Inicial. Si el Arrendador no puede proporcionar oportunamente las Instalaciones Arrendadas, la renta se reducir por el perodo de demora. El Inquilino no har ningn otro reclamo contra el Propietario por dicho retraso. El Inquilino puede renovar el Contrato de Arrendamiento por un trmino extendido de ____________. El Inquilino ejercer dicha opcin de renovacin, si la hace, mediante notificacin por escrito al Propietario no menos de noventa (90) das antes del vencimiento del Plazo inicial. El plazo de renovacin ser en el alquiler establecido a continuacin y de lo contrario en los mismos convenios, condiciones y disposiciones contenidas en este Arrendamiento. 2. Renta El Inquilino pagar al Arrendador durante el Plazo Inicial una renta de _________________ Dlares ($) por ao, pagadera en cuotas de _______________ Dlares ($) por mes. Cada pago a plazos vencer por adelantado el primer da de cada mes calendario durante el plazo del arrendamiento al Propietario en la siguiente direccin: El monto del pago del alquiler por cualquier mes calendario parcial incluido en el plazo del arrendamiento se prorratear diariamente. El Arrendatario tambin deber pagar al Arrendador un Depsito de Seguridad por la cantidad de __________________ Dlares ($). El alquiler para cualquier plazo de renovacin del contrato de arrendamiento, si se crea segn lo permitido en este Contrato de arrendamiento, ser de ___________ dlares ($) por ao pagaderos en cuotas de _______ dlares ($) por mes. 3. Usos Prohibidos Sin perjuicio de lo anterior, el Inquilino no deber utilizar las Instalaciones Arrendadas con el fin de almacenar, fabricar o vender explosivos, productos inflamables u otras sustancias, productos qumicos, cosas o dispositivos inherentemente peligrosos. 4. Subarrendamiento y cesin El Inquilino tendr derecho, sin el consentimiento del Arrendador, a ceder este Arrendamiento a una empresa con la que el Inquilino pueda fusionarse o consolid.

CONTRATO DE ARRENDAMIENTO COMERCIAL Este Contrato de Arrendamiento C.pdf

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Contrast the oral and poster method of presenting research at a conf.pdf

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Contribution Margin Molly Company sells 40,000 units at $14 per unit.pdf

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ContextualizeWhat are YOUR learning goals What are the course .pdf

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Contesta las preguntas del siguiente prrafo: Debera responsabilizarse a Ford por las enfermedades de los residentes? Por qu o por qu no? Consulte los videos en http://toxiclegacy.northjersey.com (enlaces a un sitio externo). Los videos sugieren que la contaminacin debera preocuparte? Si es as por qu? Qu diran las diversas formas de tica ambiental descritas en este captulo sobre las acciones de Ford? En el borde Residuos txicos de Ford La fabricacin de automviles produce un flujo constante de lquidos y slidos txicos, y desde mediados de la dcada de 1950 hasta alrededor de 1980, Ford Motor Company arroj miles de toneladas de los desechos de su fbrica Mahwah en un rea montaosa boscosa de 500 acres en Ringwood, Nueva Jersey. incluyendo pinturas sin usar, solventes, diluyentes de pintura, cidos de batera y otros productos qumicos. Entonces era legal arrojar desechos en terrenos baldos, y Ford era dueo del rea boscosa. Sin embargo, un memorando escrito en en ese momento por un ejecutivo de Ford dijo: El rea utilizada como vertedero durante muchos aos se est filtrando a un suministro pblico de agua y representa un pasivo contingente.23 El lodo colorido, que contena benceno, plomo, arsnico, antimonio, , y otras sustancias venenosas, algunas cancergenas, como el cromo que causa hemorragias nasales, se arrojaron en lo que los lugareos llaman Sludge Hill. La sustancia resbaladiza atrajo a los nios locales que jugaban con ella y, a menudo, volvan a casa con fuertes hemorragias nasales. Un residente, Wayne Mann, dijo en 2009: Yo era uno de esos nios que sola subir a Sludge Hill. . . [Yo] tomara el cap de un automvil y bajara, manejando la direccin a mano en el lodo hmedo. Te pintas la cara. Lo lames, lo que sea. 24 Muchos residentes, incluido Mann, estn enfermos. Algunos ya han muerto de cncer. Los adultos y los nios sufren erupciones cutneas misteriosas, trastornos sanguneos raros, cnceres, asma y otras enfermedades inusuales. Las 600 personas que viven en el rea creen que los lodos txicos causaron sus enfermedades y que muchos estn enfermos o muriendo como para culpar a la casualidad de las enfermedades. El rea est poblada por Ramapough, un grupo indio empobrecido que dice ser vctima de la injusticia ambiental. Aunque Ford admite que arrojaron los productos qumicos, John Holt, un vocero de la compaa, insiste en que los productos qumicos no estn causando las enfermedades: No han encontrado una mayor incidencia de cncer o cualquier otra cosa aqu adems del cncer de pulmn. informaron que las tasas de cncer de vejiga y linfoma no Hodgkin tambin son elevadas, pero sus nmeros son demasiado pequeos para descartar una coincidencia. Las estadsticas no muestran causa y efecto, por lo que no hay forma de saber con certeza qu caus las enfermedades. Holt seala que Ford pas 10 aos limpiando el sitio y en 1994, la EPA de EE. UU. y el Departamento de Proteccin Ambiental de Nueva Jersey certificaron que Ford hizo un trabajo adecuado. Sin embargo, en 2006, la EPA descubri.

Contesta las preguntas del siguiente p�rrafo �Deber�a respons.pdf

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