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Pete is out for a late night bike ride when he encounters a fox. Initially startled, Pete and the fox stare at each other, measuring one another. Intrigued, the fox approaches Pete and sniffs his socks. Unsure of what to do, Pete pedals off slowly with the fox following. Pete challenges the fox to a race to the nearby park. In a dead heat at the finish, Pete and the fox stare at each other, both unsure of themselves. The fox then pads into the bushes as Pete laughs joyfully at the encounter.
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Let The Pig Out by Chris Redmond
Pete is out for a late night bike ride when he encounters a fox. Initially startled, Pete and the fox stare at each other, measuring one another. Intrigued, the fox approaches Pete and sniffs his socks. Unsure of what to do, Pete pedals off slowly with the fox following. Pete challenges the fox to a race to the nearby park. In a dead heat at the finish, Pete and the fox stare at each other, both unsure of themselves. The fox then pads into the bushes as Pete laughs joyfully at the encounter.
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Extra support vocabulary
This document contains information about a supplemental resource for teaching science vocabulary and concepts to students. It includes:
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Fundamentos de programación en diseño web
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Este proyecto de ley busca modificar el Artículo 14° del Reglamento de la Calidad del Agua para el Consumo Humano para incluir a los asentamientos humanos en el programa de vigilancia. Actualmente el programa de vigilancia excluye a los asentamientos humanos, lo que evade la finalidad de proteger el bienestar de toda la población. El proyecto de ley argumenta que el acceso a agua potable y servicios de saneamiento adecuados son vitales para la salud y dignidad humana.
The Long Tail/Pecha Kucha
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#SBAMoveIn 2013 Winner!
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Presentazione openBilanci
This document discusses a project to aggregate and link financial statement data from 8,100 Italian municipalities over 10 years. The project aims to make municipal financial data more understandable, useful and accessible to citizens and administrators by extracting key information and linking it to other statistical, governance and geographic data sources. It notes that the project is still in an alpha prototype stage and invites feedback to help further develop essential features and future work.
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Street preachers
This document provides a profile of David and Denise Tripp, an evangelical preaching couple from Columbus, Ohio. It summarizes their unusual meeting in 1979 in Florida, when David aggressively confronted Denise about her views on capital punishment. They married soon after and have been preaching together for 32 years, though David's health is declining. It describes some of their weekly preaching routines on college and high school campuses and at a nursing home. It also discusses their living situation and relationship with family, as well as their deep affection for their late pet cat Joshua.
Teamwork
The document discusses Tuckman's model of team formation, which outlines 5 stages - forming, storming, norming, performing, and adjourning. It provides tips for leaders at each stage, including establishing clear objectives during forming, building trust and resolving conflicts in storming, allowing independence in norming, delegating tasks in performing, and celebrating achievements in adjourning. Using this model, leaders can help their team progress efficiently through the stages to become high-performing.
Colour theory
The document discusses colour theory and how to use colour effectively in designs. It explains the colour wheel and the three components of colour - hue, saturation, and brightness. Complementary colours that are opposite each other on the colour wheel as well as analogous colours that are adjacent create colour harmony. Nature also provides examples of colour harmony. Understanding colour theory can help one select colours that create a pleasing visual experience.
Performance appraisals training
The document outlines the performance appraisal process and objectives at an organization. It discusses that performance appraisals involve two-way feedback between managers and employees to discuss progress, setbacks, and update objectives. The process involves an ongoing discussion, a performance development planning meeting to set objectives and expectations, and a review meeting to assess performance and development opportunities. Objectives should be SMART (Specific, Measurable, Attainable, Relevant, Time-bound) and help employees work towards goals. Feedback can be positive, negative, or constructive and employees should actively seek it to improve performance.
Technology information sheet
Marex Spectron offers a variety of technology solutions for professional traders, including Marex FX Black for interbank liquidity access, E-Trader for enhanced electronic trading, and Global Vision as their OTC trading platform. They have data centers globally and a fast, secure network to deliver direct market access services worldwide. Additional offerings include co-location, managed connectivity, secure internet services, and mobile market data applications.
Interview skills
This document provides guidance on interview skills, including preparation, body language, communication, and follow up. It discusses appearing professionally, communicating effectively through words, tone, and body language during the interview. Competency and STAR approaches are outlined for answering behavioral questions. Ethical questions from interviewers and appropriate responses are addressed. The importance of sending a thank you note after the interview and following up are also covered.
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Extra support vocabulary
This document contains information about a supplemental resource for teaching science vocabulary and concepts to students. It includes:
- Definitions and pronunciation guides for vocabulary words from science lessons, along with tips to help students remember the words' meanings.
- "Science Ideas" statements that simplify and reinforce key concepts from the lessons in simpler language.
- Suggestions for how teachers can use the resource pages, such as having students read vocabulary aloud, illustrate concepts, create games, or rewrite statements in their own words. The pages are meant to provide extra support for students in understanding new science vocabulary and concepts.
Fundamentos de programación en diseño web
El documento clasifica y define los diferentes tipos de lenguajes de programación según 11 criterios: nivel de abstracción, propósito, evolución histórica, manera de ejecutarse, manera de abordar la tarea, paradigma de programación, lugar de ejecución, concurrencia, interactividad, realización visual y determinismo. Se describen ejemplos para cada categoría.
Proyecto de ley n
Este proyecto de ley busca modificar el Artículo 14° del Reglamento de la Calidad del Agua para el Consumo Humano para incluir a los asentamientos humanos en el programa de vigilancia. Actualmente el programa de vigilancia excluye a los asentamientos humanos, lo que evade la finalidad de proteger el bienestar de toda la población. El proyecto de ley argumenta que el acceso a agua potable y servicios de saneamiento adecuados son vitales para la salud y dignidad humana.
The Long Tail/Pecha Kucha
The document discusses the concept of the "Long Tail" which refers to businesses reaching niche markets by selling obscure or less mainstream products. It notes that the Long Tail benefits customers by providing access to niche products not available elsewhere, and benefits businesses by allowing them to grow their market into obscure areas with many small, individual sales that can exceed mainstream sales. It provides examples of companies like Amazon, eBay, Google, iTunes/Rhapsody, and Netflix that have been able to leverage the Long Tail.
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See last year's winners of our annual #SBAMoveIn Contest! Our 2014 contest runs from 8/11 to 9/2, giving you almost four weeks to submit as many of your funniest, craziest photos and videos you’ve got from the great move. Plus, the more you enter, the more chances you have to wrack up the likes! You never know which photo could be the photo.
Presentazione openBilanci
This document discusses a project to aggregate and link financial statement data from 8,100 Italian municipalities over 10 years. The project aims to make municipal financial data more understandable, useful and accessible to citizens and administrators by extracting key information and linking it to other statistical, governance and geographic data sources. It notes that the project is still in an alpha prototype stage and invites feedback to help further develop essential features and future work.
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This document provides a profile of David and Denise Tripp, an evangelical preaching couple from Columbus, Ohio. It summarizes their unusual meeting in 1979 in Florida, when David aggressively confronted Denise about her views on capital punishment. They married soon after and have been preaching together for 32 years, though David's health is declining. It describes some of their weekly preaching routines on college and high school campuses and at a nursing home. It also discusses their living situation and relationship with family, as well as their deep affection for their late pet cat Joshua.
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Teamwork
The document discusses Tuckman's model of team formation, which outlines 5 stages - forming, storming, norming, performing, and adjourning. It provides tips for leaders at each stage, including establishing clear objectives during forming, building trust and resolving conflicts in storming, allowing independence in norming, delegating tasks in performing, and celebrating achievements in adjourning. Using this model, leaders can help their team progress efficiently through the stages to become high-performing.
Colour theory
The document discusses colour theory and how to use colour effectively in designs. It explains the colour wheel and the three components of colour - hue, saturation, and brightness. Complementary colours that are opposite each other on the colour wheel as well as analogous colours that are adjacent create colour harmony. Nature also provides examples of colour harmony. Understanding colour theory can help one select colours that create a pleasing visual experience.
Performance appraisals training
The document outlines the performance appraisal process and objectives at an organization. It discusses that performance appraisals involve two-way feedback between managers and employees to discuss progress, setbacks, and update objectives. The process involves an ongoing discussion, a performance development planning meeting to set objectives and expectations, and a review meeting to assess performance and development opportunities. Objectives should be SMART (Specific, Measurable, Attainable, Relevant, Time-bound) and help employees work towards goals. Feedback can be positive, negative, or constructive and employees should actively seek it to improve performance.
Technology information sheet
Marex Spectron offers a variety of technology solutions for professional traders, including Marex FX Black for interbank liquidity access, E-Trader for enhanced electronic trading, and Global Vision as their OTC trading platform. They have data centers globally and a fast, secure network to deliver direct market access services worldwide. Additional offerings include co-location, managed connectivity, secure internet services, and mobile market data applications.
Interview skills
This document provides guidance on interview skills, including preparation, body language, communication, and follow up. It discusses appearing professionally, communicating effectively through words, tone, and body language during the interview. Competency and STAR approaches are outlined for answering behavioral questions. Ethical questions from interviewers and appropriate responses are addressed. The importance of sending a thank you note after the interview and following up are also covered.
Meeting prep guidance informal conversations
This document provides guidance for holding difficult informal conversations with staff. It recommends [1] preparing for the conversation by asking key questions and practicing what will be discussed. [2] When having the conversation, acknowledge any emotions and keep focused on the purpose while suggesting open-ended ways to begin. [3] Work toward a successful outcome by listening without judgment, repeating back the other perspective, advocating for your own position respectfully, and finding areas of agreement or identifying next steps if no consensus is reached.
Performance management flowchart
This flowchart outlines the performance management process, beginning with identifying a performance issue and determining whether it requires an informal discussion or a formal process. It involves clarifying responsibilities and expectations, ensuring adequate resources, addressing motivation issues, and developing a performance improvement plan with training if needed. If performance does not improve, disciplinary procedures are initiated.
Disciplinary flowchart
This flowchart outlines the disciplinary process for addressing employee performance and conduct issues. It begins with either an informal discussion or a formal investigation depending on the seriousness of the misconduct. For minor misconduct, the issue is addressed informally. More serious or gross misconduct results in a formal investigation and potential suspension. If misconduct is found, a disciplinary hearing is held where allegations are presented and a decision on sanctions is made. Sanctions include warnings, dismissal, or for performance issues, a performance improvement plan. The final outcome can be appealed.
Managing performance
This document discusses managing employee performance. It covers:
- The importance of managing performance to set goals and address issues.
- Having a structured performance management process for fairness and avoiding legal issues.
- The performance management cycle of setting objectives, monitoring, reviewing, and providing development opportunities.
- Informal performance management involves blank meetings to discuss issues and solutions.
- Formal performance management is for addressing allegations through an investigation and meeting process with potential sanctions.
- Scenarios are provided to demonstrate how performance issues would be handled.
Difficult conversations
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
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