Posts Tagged ‘credit’

It remains unknown to many that the products they use in their day-to-day living can be traced back to the productive years of the baby boomers

It remains unknown to many that the products they use in their day-to-day living can be traced back to the productive years of the baby boomers. They are reputable brands of different items that every homemaker turns to for the ease of managing household chores such as washing clothes or dishes.

The household brand “Tide” dates back to 1946 when it was introduced to a market that uses automatic washing machines. When the brand gained nationwide distribution in 1949, its popularity in the detergent market was not a surprise. Tide had already gained the recognition of “America’s Washday Favorite” when other competing brands such as Ivory Snow began its decline.

The ‘Tide’ that consumers know today is the ‘Tide’ that has been reconstructed over the years. In its incipient stage, ‘Tide’ was a white-powdered bead until it was transformed into an orange-tinted clear liquid in 1984. The recent years also saw the introduction of new ‘Tide’ formulations such as the dark blue, liquid ‘Tide’ and the clear ‘Tide Free’.

Even the logo of ‘Tide’ speaks directly to its consumers because of the logo’s attractive and attention-grabbing design. The orange-and-yellow brand identity logo is credited to industrial designer Donald Deskey, although today’s ‘Tide’ logo has undergone some slight alteration for ‘Tide’s’ fiftieth anniversary in 1996.

As a global brand, the ‘Tide’ formula uses different market names such as ‘Ace’ in Latin America and ‘Alo’ in Turkey. Despite the differing names, ‘Tide’ continues to dominate the detergent market and proves its stature after bagging an ACS National Historical Chemical Landmark.

Ok Boomers. How many of you remember watching detergent commercials during your favorite soap opera? My favorite soap was “As the World Turns”. Come join boomeryearbook and let us know yours.

www.boomeryearbook.com is a social networking site connecting the Baby Boomer generation. Share your thoughts, rediscover old friends, or expand your mind with brain games provided by clinical psychologist Dr. Karen Turner. Join today to discover the many ways we are helping Boomers connect for fun and profit.

For www.boomeryearbook.com

Here at help with debt we are often faced with calls from directors who need help who liquidate their businesses

Here at Help with debt we are often faced with calls from directors who need help who liquidate their businesses. Some directors are quite clued up with the process, either having been through the procedure once before or having read extensively about what happens on the net. Others simply haven’t a clue. All they know is that they cannot pay what they are due to various creditors and so need to close the doors on the business.

It matters not to us the level of knowledge that you come to us with we will guide you through the process from start to finish. It obviously helps the Insolvency Practitioner, if he can be provided with all the financial information that the business has from this he will produce the statement of affairs which goes out to the creditors with the notice informing them of the meeting of creditors. It is the statement of affairs which proves to the creditors that the company is insolvent and under the Insolvency legislation should be closed. It must be remembered that the Directors of an insolvent business has a duty to stop trading and incurring any further loses and take steps to formally close the business.

This year in England and Wales there will be over 20,000 Liquidations and about 4,000 Administrations and 700 CVA’s. It is possible to see therefore that there are a large number of companies each week which close down or re-structure through insolvency.

An insolvency practitioner or expert insolvency solicitor is the ideal place to take initial advice on how to close your business, the costs involved along with the time scales and how you can re-start a business again out of the ashes of the old company.

Getting a new business from the old business is called a phoenix, or a pre-pack in some circumstances, and as long as fair value is paid for any assets or contracts is usually the ideal way to preserve jobs and continuation of business.

As with any insolvency, it is always best to start the process as soon as problems start to manifest themselves as this reduces losses to creditors and maximises the chances of a successful recover in one guise or another.

Copyright © 2006 the national learning institute

Copyright © 2006 The National Learning Institute

When was the last time you felt excited, motivated and extremely keen to be at work? Chances are it was when you had a job or project that really interested you, you had control over what you did and the way you did it, and you didn’t have any worries about “over zealous boss” interference or lack of job security. It’s a great feeling and we can all probably relate stories of how and when we were most “motivated” at work.

But as managers, do we consciously try to provide this same level of motivation for all of our employees? Or, are we merely fixated on striving to achieve the deadlines, budgets and targets that are set for us (and that seem to be getting tougher and tougher and placing more and more stress on us and our people), and forgetting what it was really like when we worked in an environment that was truly “motivational”.

My challenge to practising managers, is to think back to when they were most motivated at work and identify the reasons why (list them on a sheet of paper as dot points). Then, set about implementing these same conditions for their own people. (Draw up your own list now and see how it compares with mine)

I’ve issued this challenge to managers over the last 20 years in management development forums and invariably their “motivational conditions” they identify are:

– Autonomy the chance to take control over a complete project or unit of work in which I am really interested
– Responsibility for setting goals and targets and being accountable for achieving them
– Recognition for achieving meaningful results
– Development of my skills, knowledge and capabilities to their full potential

I then ask them to identify the things that really irritate and annoy them and (often) change what could have been a motivating workplace into a drudgery. They are:

– Bosses who do not recognise them for their efforts, or worse still, take the credit themselves
– A lack of feeling of “team”, ie., “we are in this together”
– Constant implied or implicit threats of demotion or dismissal
– Insufficient salary (by comparison to others in the firm or in the industry)

If these sound familiar, then you’re right! Frederick Herzberg in his classic HBR article “Once More, How do you Motivate Employees?” (harvardbusinessonline.hbsp.harvard.edu) came up with two similar sets of lists nearly forty years ago that he labelled “Motivators” and “Satisfiers”.

Do they hold true today? Recent research into the turnover rates for young employees (20 30 yrs) shows that in some industries, the turnover rate of young employees is as high as 25% annually due to lack of perceived career development and training, and limited opportunities for involvement in other areas of the firm and their profession. These younger people, by comparison to their predecessors:
– Are more opportunistic in taking new jobs.
– Are more mobile.
– Have greater expectations.
– Are easily bored.
Andrew Heathcote (www.brw.com.au/stories) in answer to this challenge suggests that managers need to:
Communicate:
– Be honest during interviews.
– Be serious about performance reviews.
– Do more career mapping.
– Create a forum to develop a greater spirit of involvement.
Tailor the workplace:
– Provide more job rotation.
– Arrange more rotation between offices.
– Develop specific training.
– Introduce variety.
– Develop forums for social interaction.
Be flexible:
– Consider providing sabbaticals (so they can travel without resigning).
– Increase the availability of unpaid leave.

So today’s younger employee is not so different from the generation who manage them maybe they want their motivation and satisfaction a little faster!

By the way, notice that the majority of items on Andrew’s list are what Herzberg called “Motivators”. In fact the only two that could be termed real “Satisfiers” are the last two sabbaticals and unpaid leave.

But, to return to my initial question, does motivation equate with happiness? Richard Layard (www.pfd.co.uk/clients/layardr/b-aut.html) suggests that work plays a very important part in our happiness and that a lot of our happiness actually comes from the work we do. And the job that we do is affected by how we are allowed to do it. In addition, he found that in regard to the “Satisfiers”:
– Not having a job when you should have one, is much worse than suffering a sudden drop in income
– People who feel insecure about retaining their job, suffer a loss of happiness (relative to those who do feel secure) that is 50% greater than the loss of happiness suffered by people whose income drops by a third.

Andrew Oswald of the University of Warwick (www2.warwick.ac.uk/fac/soc/economics/ staff/faculty/oswald/homejobs.pdf) confirms some of the importance of the “satisfiers”:

– Having a lot of job security is important to feeling a high degree of satisfaction with your job
– People with relatively high incomes or university degrees tend to get more satisfaction
– Women tend to be more satisfied than men
– The self-employed tend to be more satisfied
– People who work in a small workplace tend to be more satisfied than those who work for large employers
– Working at home tends to lead to higher satisfaction
– A job that involves dealing with people tends to bring higher satisfaction

Herzberg would be very pleased with the results of the amazing amount of today’s research that confirms his contention that it is important for managers to concentrate on both the “Motivators” and the “Satisfiers” if one is to have happy and motivated employees.

The message? Managers, revisit your own list of “Motivators” Start working on implementing the things on that list of your’s with your employees today!

If you would like to find out how motivated and satisfied your people are, you can do so with a simple feedback profile such as CHECKpoint (www.nationallearning.com.au/index_files/EmployeeFeedbackandMotivation.htm). CHECKpoint has been developed on the work of Herzberg and another great social psychologist, D.C. McLelland. It not only provides feedback on employee motivation and satisfaction, but also how to maintain these and address any problematic issues.

Companies across the emea region entered the new year, with tighter spending and risk management controls, significant workforce and management leadership challenges, fiercer competition, more government regulation and, perhaps the biggest challenge of all, lingering uncertainty about where best to invest precious capital

Companies across the EMEA region entered the New Year, with tighter spending and risk management controls, significant workforce and management leadership challenges, fiercer competition, more government regulation and, perhaps the biggest challenge of all, lingering uncertainty about where best to invest precious capital.

If 2009 proved a year the world economy would rather forget, 2010 brings measured optimism for corporate growth across Europe, The Middle East and Africa. Improved management confidence in the global economy, prospects for higher corporate earnings, and more buoyant (though still somewhat stressed) credit markets seem likely to empower the rebuild of organisational assets and plans forced to abandonment in the challenging days of what’s been called “The Great Recession.”

With this new and especially fluid business dynamic shaping business decisions from Stockholm and Tel Aviv to Moscow and Cape Town, consumers and investors alike await more signals of economic strength whilst employers still wonder whether the recession really is over. What is clear is that nearly every business in the EMEA region is leaner than it was just one year ago, and perhaps smarter for having survived a torrent of economic obstacles on the road back to future-looking business planning.

The EMEA region is poised for better days in 2010, but critical challenges remain. In the calm after the storm of a worldwide economic dislocation and one of the severest downturns, industry leaders are cautiously optimistic as they look forward to the twin promise of better economic times and growth.

Alain Tanugi, Chairman TRANSEARCH International executive search firm, feels that the new decade brings interesting challenges highlighted by the following issues:

1. Success will be defined by organisation’s ability to ‘shrink and grow’ – in other words maintaining a focus on costs, while growing talent and productivity and profitability. It will become increasingly important to target the right talent, more so than ever before.

2. The executive compensation debate is raging as the extreme volatility of 2009 exposed executive remuneration programs globally. As organisations review their executive pay structure they will seek to find a balance between shareholders interest and the organisations’ need to attract and retain top talent.

3. The need for communication and strong leadership will be substantial as business inevitably picks up and employees review their options. The ability to engage employees and managing the uncertainty will be crucial as organisations aim to mitigate turnover risk.

4. Organisations might be reducing spend, but they are prioritising human capital areas for investment. According to a recent survey the areas include: leadership development and assessment; talent management and succession planning; learning and development; and work lifestyle benefits amongst others.

Tanugi concludes: “There is no doubt 2010 is going to be an interesting year. In 2009 we saw companies scaling down with wide-scale hiring freezes, now everyone is thinking about next quarter. We will see the competition for top talent intensifying as the year goes on – sustainable growth is just not possible without the human capital and leadership to drive it!”

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