Social Greetings in English For ESL Students

Greetings are used to say hello in English. Its common to use different greetings depending on whether you greet a friend, family or a business associate. When you meet friends, use informal greetings. If its really important, use formal greetings. Formal greetings are also used with people you do not know very well. Greetings also depend on whether you are saying hello, or you are saying goodbye. Learn the correct phrases using the notes below, and then practice using greetings with the practice dialogues.   Formal Greetings: Arriving Good morning / afternoon / evening.Hello (name), how are you?Good day Sir / Madam (very formal) Respond to a formal greeting with another formal greeting. Good morning Mr. Smith.Hello Ms. Anderson. How are you today? Informal Greetings: Arriving Hi / HelloHow are you?How are you doing?Whats up? (very informal) Its important to note that the question How are you? or Whats up? doesnt necessarily need a response. If you do respond, these phrases are generally expected: How are you? / How are you doing? Very well, thank you. And you? (formal)Fine / Great (informal) Whats up?   Not much.Im just (watching TV, hanging out, cooking dinner, etc.) Informal Greetings After a Long Time If you havent seen a friend or family member for a long time, use one these informal greetings to mark the occasion. Its great to see you!How have you been?  Long time, no see.  How are you doing these days? Formal Greetings: Departing Use these greetings when you say goodbye at the end of the day. These greetings are appropriate for work and other formal situations.   Good morning / afternoon / evening.It was a pleasure seeing you.Goodbye.Goodnight. (Note: Use after 8 p.m.) Informal Greetings: Departing Use these greetings when saying goodbye in an informal situation.   Nice seeing you!Goodbye / ByeSee you laterLater (very informal) Here are some short example conversations for you to practice greetings in English. Find a partner to practice and take a role. Next, switch roles. Finally, make up your own conversations. Greetings in Informal Conversations: Practice Dialogue Anna:  Tom, whats up?Tom:  Hi Anna. Nothing much. Im just hanging out. Whats up with you?Anna:  Its a good day. Im feeling fine.Tom:  How is your sister?Anna:  Oh, fine. Not much has changed.Tom:  Well, I have to go. Nice seeing you!Anna:  Later! *** Maria:  Oh, hello Chris. How are you doing?Chris:  Im well. Thanks for asking. How are you?Maria:  I cant complain. Life is treating me well.Chris:  Thats good to hear.Maria:  Good to see you again. I need to go to my doctors appointment.Chris:  Nice seeing you.Maria:  See you later.   Greetings in Formal Conversations: Practice Dialogue John:  Good morning.Alan:  Good morning. How are you?John:  Im very well thank you. And you?Alan:  Im fine. Thank you for asking.John:  Do you have a meeting this morning?Alan:  Yes, I do. Do you have a meeting as well?John:  Yes. Well. It was a pleasure seeing you.Alan:  Goodbye.   Notes Greeting someone when you are introduced.   Once you have been  introduced  to someone, the next time you see that person it is important to greet them. We also greet people as we leave people. In English (as in all languages), there are different ways to greet people in formal and informal situations. Introduction (first) Greeting:  How do you do? The question How do you do is only a formality. In other words, the question does not need to be answered. Rather, it is a standard phrase used when meeting some for the first time. Tom: Peter, Id like to introduce you to Mr. Smith. Mr. Smith this is Peter Thompson.  Peter: How do you do?Mr. Smith: How do you do? Use these phrases to say that you are happy to meet someone when introduced for the first time.   Its a pleasure to meet you.Its nice to meet you. Greetings after an  Introduction:  How are you?   Once you have met someone, its common to use standard greetings such as Good Morning, How are you? and Hello. Jackson: Hi Tom. How are you?Peter: Fine, and you?  Jackson: Im great.

Gangs, Belonging, and Acceptance Essay - 1177 Words

Gangs, Belonging, and Acceptance A 12-year-old boy comes home from school. He enters his home through the front door and notices his mother sobbing. There is blood on the tissue shes holding. The boy starts to ask his mother why she is crying when he realizes what has happened. She answers his silent inquiry about why, by quietly saying, your dad . . . hes on the back porch . . . hes had a bad day. Feeling helpless he goes to his room. From his window he can see his dad taking in the last swallow of beer and yelling, loud enough for the neighbors to hear, Hey, bring me another beer. And where is that worthless son of yours? He was supposed to mow the lawn yesterday. The boy, having seen this too many times before, leaves the†¦show more content†¦Commander Bryan Smith of the Corpus Christi Police Department, when asked what type of family life do gang members have, said they come from male dominated households or one-parent households. Many of these youth are from families that are female centered, they are not necessarily female dominated, because an aggressive male father figure can impact on the familys history, and more importantly on the childs psychosocial development. This parental male is perceived as the most powerful member of the family system, who gratifies his needs through the use of aggression and intimidation. Many of these youths have been physically abused by this male adult and also have witnessed their mothers and /or siblings being battered. If the male figure is no longer in the home, his presence survives in the form of fantasy or family mythology long after his departure. (Adler) Happy homes do not send many of their youngsters into gangs. Gangs are appealing to those kids who have unpleasant memories of their home life. There is emotional pain involved in most gang-members pasts. In the authors work (Adler) with Chicano gang youth, (most gang members in Corpus Christi are Chicano) they point out that the Chicano gang members exhibit violent and aggressive behavior. These youths experience intense feelings of isolation within their families, culture, school, community and church. These intense feelings are best explained by Adler, Because of their own experiencesShow MoreRelatedThe Criminal Street Gang Activity Essay947 Words   |  4 PagesMany experts differ on the definition of what a â€Å"gang† is. Police use the term to refer to groups that hold and defend territory, or turf. Experts use the term to describe any congregation of youths who have joined together to engage in a delinquent act (Siegel Welsh, 2011). 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Overview Of Risk And Risk Management Finance Essay - Free Essay Example

Sample details Pages: 11 Words: 3290 Downloads: 6 Date added: 2017/06/26 Category Finance Essay Type Narrative essay Did you like this example? Many empirical studies have attempted to find support for different theories of corporate financial risk management. However, most of them have failed to determine which theories are supported by empirical observation of corporate hedging and which are not. After a spate of new research in this field in the late 1990s there have been few studies that have added to our understanding of corporate hedging behaviour. Don’t waste time! Our writers will create an original "Overview Of Risk And Risk Management Finance Essay" essay for you Create order Incidentally, most valuable papers in recent years concentrated on methodological issues such as the endogeneity problem (Jin and Jorion, 2006), the inclusion of non-derivative hedging (Davies et al., 2006; Judge, 2006), and assumptions about the purpose of derivative use (Faulkender, 2005). This focus on methodological issues indicates that researchers in the field of hedging still need strong empirical evidence. (Berkman, 1996) Corporate hedging models nested in four different theories of the firm: (1) Financial theory; (2) Agency theory; (3) Stakeholder theory; and (4) New institutional economics. Planning and designing There are a number of factors that should be considered when designing and planning an ERM initiative. Details of the risk architecture, strategy and protocols should be recorded in a risk management policy for the organisation. Provides information on the contents of a typical risk management policy. (Klimczak, 2008) Board mandate and commitment Many organisations issue an updated version of their risk management policy each year. This ensures that the overall risk management approach is in line with current best practice. It also gives the organisation the opportunity to focus on the intended benefits for the coming year, identify the risk priorities and ensure that appropriate attention is paid to emerging risks. The policy should also describe the risk architecture of the organisation. Figure 4 illustrates typical risk architecture of a large listed company. Mandate and commitment from the Board is critically important and it needs to be continuous and high-profile. Unless this mandate and commitment are forthcoming, the risk management initiative will be unsuccessful. Keeping the risk management policy up to date demonstrates that risk management is a dynamic activity fully supported by the Board. (Klimczak, 2008) A risk management policy should include the following sections: Risk management and internal control objectives (governance) Statement of the attitude of the organisation to risk (risk strategy) Description of the risk aware culture or control environment Level and nature of risk that is acceptable (risk appetite) Risk management organisation and arrangements (risk architecture) Details of procedures for risk recognition and ranking (risk assessment) List of documentation for analysing and reporting risk (risk protocols) Risk mitigation requirements and control mechanisms (risk response) Allocation of risk management roles and responsibilities Risk management training topics and priorities Criteria for monitoring and benchmarking of risks Allocation of appropriate resources to risk management Risk activities and risk priorities for the coming year Risk management framework Depending on the nature of the organisation, the risk management function may range from a part-time risk manager, to a single risk champion, to a full-scale risk management department. The role of the internal audit function will also differ from one organisation to another. In determining the most appropriate role for internal audit, the organisation needs to ensure that the independence and objectivity of internal audit are not compromised. (Miller, 2005) The range of risk management responsibilities that need to be allocated in the policy will be broad and extensive. Table 3 sets out examples of the risk management responsibilities that may be allocated in a typical large organisation. The Board has responsibility for determining the strategic direction of the organisation and creating the context for risk management. There need to be arrangements in place to achieve continuous improvement in performance and this responsibility is likely to be allocated to the risk manager. Risk management is not, and should not be, a stand-alone exercise or a separate administrative structure. Risk management might become a simple compliance exercise rather than an effective management tool if it is not integrated with the major processes of the organization. Integration would provide purpose in applying the risk management processes and relate risk back to the organizations objectives and core activities; it would also ensure that the task of managing risk is not regarded as an additional responsibility or burden, but part and parcel of all processes. Integration should also include the harmonization of individual risk management practices under an overarching ERM framework in order to ensure consistency in approach and support more efficient use of resources. As a natural extension of integration, risk management should be mandatory and embedded into the performance management process. This would enhance accountability; help to create a risk aware culture and spe ed up implementation. (Chen, 2002) ERM practice requires risk management in all areas, including ongoing operations and processes, as well as one-off initiatives, such as information technology projects, capital master plans, corporate strategies and policies and field projects. Risk assessment should be part of the decision-making process; one measure to promote this is to require risk assessments to be attached to all important policy, strategy and project proposals presented to the senior Management committee. (Anon, 2006) The Risk Management process Risks in Project Financing The term Project Financing refers to a wide range of financing structures where the provision of funds is not primarily dependent upon the credit support of the sponsors or the value of the projects physical assets but on projects capacity to serve the debt and provide an equity return to the sponsors through its cash flows. Project finance involves the setting up of an ad hoc project company (called Special Purpose Vehicle SPV) to carry out the venture. The SPV is capitalized through equity and debt funding which is used to cover project capital expenditures and pre-operational costs; once the project is completed, the SPV can start its commercial activities thus generating the necessary cash flows to repay the financing. (Miller, 2005) Risk management is key to any operation of satellite project financing as it ensures the completion of the system on time, to budgeted cost and the delivery of service in line with expected standards. As cash flow generation depends on all these variables, financiers are closely concerned with the feasibility of the project on its whole and with the way to manage the impact of potentially adverse factors. A successful financing structure for satellite projects entails a balanced allocation of project risks among the various interested parties. These risks must be fully understood by all involved parties and must be properly mitigated. (Smith, 2005) In satellite project financing the nature and level of risks vary during the life cycle of the project and fall into three broad areas: regulatory, completion and market. Regulatory and completion risks may arise during investment phase, while market risk is associated with the operational one. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Self insurance ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Captive insurance ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Alternative Risk Transfer/Financing (ART)/(ARF) ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Derivatives Enterprise wide risk management and the evolving role of the Risk Manager Risk assessment involves the identification of risks followed by their evaluation or ranking. It is Important to have a template for recording appropriate information about each risk. It has been shown the range of information that may need to be recorded. The objective of a template is to enable the information to be recorded in a table, risk register, spreadsheet or a computer-based system. Although a simple description of a risk is sometimes sufficient, there are circumstances where a detailed risk description may be required in order to facilitate a comprehensive risk assessment process. The consequences of a risk materializing may be negative (hazard risks), positive (opportunity risks) or may result in greater uncertainty. Organisations need to establish appropriate definitions for the different levels of likelihood and consequences associated with these different risks. Risk ranking can be quantitative, semi-quantitative or qualitative in terms of the likelihood of occurrenc e and the possible consequences or impact. Organisations will need to define their own measures of likelihood of occurrence and consequences. (Smith, 2005) Risk classification systems An important part of analysing a risk is to determine the nature, source or type of impact of the risk. Evaluation of risks in this way may be enhanced by the use of a risk classification system. Risk classification systems are important because they enable an organisation to identify accumulations of similar risks. A risk classification system will also enable an organisation to identify which strategies, tactics and operations are most vulnerable. Risk classification systems are usually based on the division of risks into those related to financial control, operational efficiency, reputational exposure and commercial activities. However, there is no risk classification system that is universally applicable to all types of organizations. (Anon, 2006) Figure Detailed risk description Risk management process The risk management is listed as a process of coordinated activities. There are many descriptive processes involved in risk management but few of them are listed below to be illustrative. This present list represents the 7Rs and 4Ts of (hazard) risk management: Recognition or identification of risks Ranking or evaluation of risks Responding to significant risks Resourcing controls Reaction planning Reporting and monitoring risk performance Reviewing the risk management framework Tolerate Treat Transfer Terminate Figure Risk architecture, strategy and protocols According to ISO 31000, all the 4Ts of risk assessment are integrated and used in one phrase as risk treatment and included under the heading of risk response. Recognition and ranking of risks are combined together and included in risk assessment activity. For hazard risks, the range of risk response include the alternatives of tolerate, transfer, treat, or termination of risk or acti vity. Sometimes, these alternatives of risk response are used together to act against risks. For opportunity risks, the range of risk response also includes exploiting the risk. While reaction planning to retort the risk includes both business continuity planning and disaster recovery planning. (Chen, 2002) Risk assessment Identification of risk is the first and foremost function of risk management process. Identification of risks should be done at appropriate time (at the beginning stages) and appropriate place (analyzing which part of the organization is under the threat). Proper analysis of risks will lead to clear understanding of risks and uncertainties in an organization. There are certain requirements for risk identification. This includes all the basic knowledge about the organization, geographical units, marketing strategies, long-term goals, operational objectives along with legal, social, political, economic and cultural environment that correlate with an organization. This also includes knowledge of factors essential for achieving operational objectives such as critical to success along with associated threats and opportunities. For identifying and analyzing risks, a systematic method should be followed to ensure that all the related value adding activities in an organization should be ev aluated with all the risks flowing from these activities and these should be well defined. This well defined analysis of risk is used to prepare a risk profile that ranks and rates the risk accordingly, providing an instrument to measure and prioritize the identified risk and also helps in preparing an action plan. Ranking of risks will categorize the risks involved in a particular business area or part of the organization. This analysis explains the primary control mechanisms along with measures to control the investments. For an organization to be efficient and effective in its operations, the risk analysis activity should be active. It helps in classifying and identifying the risks along with creating ability to prioritize the risks and making action plans that benefit the organization with risk response treatments. The scope of risk response treatment is extensive and include tolerate, treat, transfer and terminate. An organization can also decide about the need for improvement in its control environment. (Anon, 2006) Risk treatment ISO 31000 described risk treatment measure as an activity of selecting and implementing appropriate methods to control and modify the risk. The major element of risk treatment is risk control (mitigation) but sometimes further focuses on elements like risk avoidance, risk transfer and risk financing. All the measures of risks treatment imparts in efficient and effective internal control of management. Effectiveness of an internal control is depended on the risk that needs to be eliminated or reduced by the proposed control measures. The internal control also works on the cost effectiveness with implementing cost control measures to achieve the risk reduction benefits. An organization need to maintain compliance with laws and regulations. It must work under the law and jurisdiction and must implement measures to control and achieve compliance. Risk protocol is a part of the risk treatment measure and a method of obtaining financial security against the impact of risk is through risk financing like insurance. Moreover, it should be noted that some losses or elements are uninsurable, such as damage to employee morale and the reputation of the organization. (Miller, 2005) Feedback mechanisms There are two mechanisms of feedback that are recognized by ISO 31000, first is performance review and monitoring and the other is communication and consultation. Performance review and monitoring mechanism will observe the risk performance in an organization and learn from past experience. In ISO 31000, communication and consultation are regarded as part of risk management process but this is also considered to be part of supporting framework. The monitoring and performance review feedback activities mentioned in ISO 31000 does not clearly state the tasks of monitoring risk performance and reviewing the risk management framework. Reporting and disclosure are concisely explained in ISO 31000 and they are not included in the process shown. (Faulkender, 2005) Figure Risk management process (based on ISO 31000) The risk management system follows the process of communication, monitoring, reporting as well as risk management protocols. These are all organized and controlled by the ir respective managers in their field of expertise. Risk management is one of the key responsibilities of an organization. It is made effective only when a proper practice is followed by risk management with coordination of duties and actions into performance reviews. It should be considered as an element of management performance at each stage. It is the duty of the management to evaluate the overall performance, efficiency, compliance and manage authority accordingly in categories like risk champion, risk manager and risk/senior management committees. The overall proficiency and efficacy of the risk management process is governed by the internal audit department and it will make an objective assessment on the risk management practice. Apart from these measures, there are other governing factors involved in proper functioning of risk management method that includes external audit, inspection, investigation, evaluation and policy review. Also, the objective assessment in risk analyz ing also coincides with duty and expertise of the professionals. The essential part of overall implementation of risk mechanism is managed by ERM and senior management committee internally as well as finance committee, audit committee and governing body externally. The finance committee will analyze risk management in the area of its reign. Whereas senior management duty is to ensure effective risk management process in the organization and the audit committee supervises and assists the governing body. A separate corresponding reporting mechanism is needed to be established to view the efficiency of monitoring and assessment. The risk reporting to audit committee and governing body externally can be done individually or in conjunction with RBM and planning and programming documents whereas formal and informal communication and reporting channels can be used internally. It should be noted that risk reporting to the ERM/senior management committee, audit committee and governing body n eed to be formalized. (Chen, 2002) There is a basic economic theory unfolding that corporate risk management in anyway cannot contribute to the creation of shareholder value (see Dufey and Srinivasulu, 1983, for an extensive discussion). Accordingly Modigliani and Miller (1958) suggested that corporate financing decisions cannot be used to increase firm value in perfect capital markets since shareholders can easily replicate them. Subsequently, since corporate risk management can be seen as a financing policy, it cannot contribute to firm value creation in an MM world (Bartram, 2002; Stulz, 2000; 1996; Smith, 1995; Culp et al., 1994; Mayers and Smith, 1982). As a result, corporate risk management in order to increase its firm value must restrict the violation limit of the MM framework to one or more assumptions. In other words, the benefits of corporate hedging (if they exist) should arise due to capital market imperfections, which should prevent shareholders from being able to p erfectly replicate risk management at the firm level (Stulz, 2001; Fite and Pfleiderer, 1995; Smith et al., 1990). The capital market imperfections sometimes bestows positive rationales to corporate risk management in terms of direct and indirect costs of financial distress, costly external financing, and taxes. In addition to these contributing factors, there are other firm-specific determinants of corporate risk management such as socioeconomic and legal environment of the country and sometimes geographic factors may also impact the decision to hedge. Theories of corporate risk management are typically examined empirically using binary variables that indicate whether a firm uses derivatives or not (e.g., Bartram, Brown and Fehle, 2009; Mian, 1996; Nance et al., 1993), and the use of derivatives is interpreted as an indication of corporate hedging in general. For some selected commodity-based industries (e.g., oil, gold), sometimes more detailed information about the use of derivat ives is available, enabling empirical studies to use variables such as (net) notional values of derivatives or the percentage of production hedged, which might more accurately measure the extent of corporate hedging (Lel, 2006; Dionne and Triki, 2005; Haushalter, 2001; 2000; Tufano, 1996). Studies report that these provide as an alternative to firms, countries, or industries and characterizes for corporate risk management. financial theory in order to test whether firms with particular properties that should benefit most from corporate hedging are indeed more likely to use derivatives and/or use them to a larger extent (Bartram, Brown and Fehle, 2009; Haushalter, 2000; Tufano, 1996). There has been more consideration in terms of work based risk management. It is majorly taken up by firms or other industries in countries, who consider empirical statistics as the main derivative for hedging (Bartram, Brown and Fehle, 2009; Haushalter, 2000; Tufano, 1996). (Anon, 2010) Risk Response Development The risk response development should identify and execute appropriate action plan or measures to maintain risks within the acceptable level. Risk reduction should be continuously monitored, effective and verified. The techniques for reducing or controlling risks are discussed in the following categories: Risk Avoidance: It should be noted that every risk cannot be wholly avoided and that any measure to avoid a risk sometimes simply transfer that risk to another area. Risk Reduction: It can be executed in the following ways: By decreasing the possibilities of the undesired event (Preventive measure) By decreasing the importance of the undesired event (Mitigation measure) Risk Transfer/Deflection: It can be in the form of a contract where the risk is deflected by transferring to another party entirely or partly (i.e. insurance, outsourcing, sub-contractors). For example, the insurance coverage for the satellite launch, contracting to other people or company and pena lty schemes to subcontractors in case of delay in delivery of the components (or other protecting clauses in the relevant contracts). (Chen, 2002) Conclusion Allayannis, G. a. (2001). The use of foreign currency derivatives and firm market value. Review of Financial Studies , Vol. 14, pp. 243-76. Anon. (2010). Communication from the commission to the European parliament ,the council economica and social . European commission . Anon. (2006). Operational Risk Management. Chapter . Berkman, H. a. (1996). Empirical evidence on the corporate use of derivatives. Financial Management , Vol. 25 No. 2, pp. 5-14. Chen, C. a. (2002). Exchange rate variability and the riskiness of US multinational firms: evidence from the Asian financial turmoil. Journal of Multinational Financial Management , Vol. 12, pp. 411-28. Faulkender, M. (2005). Hedging or market timing? Selecting the interest rate exposure of corporate debt. The Journal of Finance , Vol. 60 No. 2, pp. 931-63. Klimczak, K. M. (2008). Corporate hedging and risk management theory: evidence from Polish listed companies. Journal of Risk Finance . Miller, M. a. (2005). Corpo rate income taxes and the cost of capital a correction. American Economic Review , Vol. 53, pp. 433-43. Smith, C. a. (2005). The determinants of firms hedging policies. Journal of Finance and Quantitative Analysis , Vol. 20 No. 4, pp. 391-405.

Bipolar Disorder Symptoms And Treatment - 2115 Words

Corey Brooks PSY 113-01 Dr. Shamberg 29 April 2016 Bipolar Disorder The Bipolar disorder or you can call it manic depression, it is a often diagnosed and draining frame or state of mind disorder which causes huge shifts in temperament and frame of mind. The word bipolar means that the two main polar extremes in which a person with the disorder experiences. According a part of the National Institutes of Health that watches over neurological and psychological research this disorder affects about 2.1 million adults in the U. S. and about 1 percent of the entire world. The first stages or signs of this disorder usually first appear in childhood and early adulthood, with cases†¦show more content†¦These people will be noticeably way more socially and physically active than usual, get way less sleep than normal, engage in many activities at one time, and be very sloppy while doing those activities. One of the wildest symptoms is the over involvement in risk taking activities known as hyper-sexuality. If an episode gets worse peopl e may begin to experience some symptoms that are just like some symptoms of schizophrenia. Including hallucinations, delusions, and severely wild thinking and reasoning patterns. This sometimes leads to the misdiagnosis of people with bipolar disorder as people with schizophrenia, sometimes episodes can even lead to unprovoked violence towards anything like objets and people they may or may not even know. During those manic episodes people usually wont even reconize exactly what they are doing at that time during an episode and wont really have any control over their own thoughts and actions. A hypomanic episode is just like a manic episode only a little less severe. The symptoms of a hypomanic episode include pretty much most of the same symptoms as a manic episode does, with a decreased need for sleep, fast racing thoughts and the occasional anger trips. However, those hypomanic episodes aren’t usually perceptible to others and do not lessen someones social, work, or famil y life in any really big ways. The people that are going through a hypomanic episode are usually upbeat and

Reflection On The Body Language - 853 Words

I can honestly say that I have a huge interest in body language, especially when it relates to communication. Throughout our day to day activities, communication is used and because of that I found it interesting to watch the required documentary on body language. I had high expectations for the video before watching. The documentary helped shed light on why it is important to recognize the nonverbal gestures, signs of distress, authenticity of one’s speech, levels of pitch, and rhythm in the voice- which in all speaks the loudest. Knowing how to decipher non-verbal communication is a very power tool and once mastered can effectively help express what is needed to be heard allowing you to build better relationships. The documentary provided several key points to watch for when reading the body language of people. I’ve personally used the self-touch gesture while giving a speech as a technique to comfort myself in uncomfortable situations. After reviewing the documentary I can understand how using the gesture can also be seen as being on the defensive in certain cases. I don’t agree that touching our bodies when emotions run high to comfort, relieve or release stress is evidence to dictate levels of dishonestly. Everyone get nervous and being more aware of this cue is really helpful enough to improve behavior non-verbally. What is being communicated through the body language and the nonverbal signals, affects how a person views you. There is always some type of direct impactShow MoreRelatedReflection Of A Counselling Session1646 Words   |  7 Pagessummary of my role as a counsellor and the counselling confidentiality agreement. I then asked the client what had brought her to counselling, and throughout the session I used skills such as empathy, unconditional positive regard, minimal responses, reflection of content and feelings, and accurate summarising. Consequently the client seemed to find it easy to open up and the conversation was able to flow smoothly majority of the session. There were some areas for improvement, but overall I believe itRead MoreThe Basic Elements Of Communication1461 Words   |  6 PagesNon-verbal communication makes use of body languages, symbols, and signs as its ways of passing across any message (Yates 501). As per the requirements of the project, my area of specialization builds its concrete foundation on the  body language  as one of the means of communication. It is a form of physical and mental ability of man’s non-verbal communication that consists of gestures, facial expressions, body posture, and eye movements (Pease Pease 211). Body language is one of the most effective meansRead MoreLacan ´s Mirror Stage Essay1284 Words   |  6 PagesThis moment is the first time when infant sees him self as a full entity. It is very likely that before he only known him self as seperate limbs. At this moment of the mirror stage toddler is pleased about self. But soon after, baby falls into a language and no longer sees self as an ideal I. Toddler recognise that there is a parent who is holding him and he very much depend on them, that ideal I does not have own name. However, it does have fathers name, possibly do not have phallus of the fatherRead MoreIntercultural Communication 798 Words   |  4 Pagespeople understand linguistic relativity and language ideologies in order to avoid misunderstandings and achieve effective intercultural communication. First of all, understanding linguistic relativity encourages people to pay attention to differences between various languages. How people perceive and experience the world around them can be influenced by language differences. (Piller, 2011) For example, people may act differently depending on what languages they are using. Daniel Oh explained that inRead MoreCounselling And The Scope Of Counselling Relationships1432 Words   |  6 Pagesand has to follow a number of accepted practices. It must also adhere to professional limitations. For example o Counselling strategies – a counsellor has to adopt specific set of skills (e.g. Open and closed questions, paraphrasing, summarising, reflection of content e.t.c) that are tailored to the specific needs of the client. o Ethical principles and practices – ï‚ § Ensuring confidentiality: to give the client assurance that the information shared in the counselling session will not be divulgedRead More Observation as a Social Work Tool and Skill Essay1147 Words   |  5 Pagesto her background, marital status etc. He asked her: ‘where are you from?’, ‘How long have you been in London?’, ‘have you got a boyfriend?’ amongst other questions. The observed girl gave the opposite impression. 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Positive impressions could lead to social adherence and negative impressionsRead MoreManagment Therory1261 Words   |  6 Pagesmain body that outlines the argument, analyses the material you have researched and assesses this according to the guidelines above; and a conclusion.Your writing style must follow professional literacy: Citations and a final reference list that follows the APA 6 guidelines accurately; the quality of writing and presentation: ac curate mechanics (spelling, grammar, punctuation etc.); use respectful language to discuss all people; avoid emotive language; employ inclusive, non-sexist language. Use aRead MoreTintern Abbey: Seeing into the Life of Things Essay1301 Words   |  6 Pagesdoes Wordsworth see when he sees into the life of things?; Remember that in the lines leading up to his portrayal of the blessed mood; that gives him sight, Wordsworth has been pointing to the power of human memory and reflection. And the importance of memory and reflection are made plain by the shifting time perspectives in the poem. The poem begins with the speaker on the banks of the Wye for the first time in five years. At first the poet emphasizes the way in which his present experience is

Development Journal Of Business Quarterly †Myassignmenthelp.Com

Question: Discuss About The Development Journal Of Business Quarterly? Answer: Introducation There are differences between traits and behavioral theories of leadership. Trait theories of leadership believe that leaders are born and that people cannot be taught or nurtured to become leaders (Dinh, et al.2014, p.50) while behavioral theories of leadership advocate that leaders are made by being taught and nurtured to acquire the needed skills that can enable someone to become a leader (McCleskey, 2014, p.117). Trait theories describe leaders in terms of personal characteristics possessed by the leader such as intelligence, self-confidence, and determination and this is the reason they advocate that leaders cannot be made because these traits cannot be taught. On the other hand, behavioral theories describe leaders in terms of what they do and the roles they play such as listening, encouraging and empowering other people. Some aspects of the theories are true because some traits and behaviors are common in most of the leaders such as intelligence (Antonakis, and House, 2014, p.760). The organization can select and develop effective leaders by identifying people who can build trust easily, strong communication skills, good listening skills and ability to motivate others. The identified persons are then taught, nurtured and instilled in them leadership skills that can be taught (Stoller, 2014, p.235). The organization trains the selected people to become effective leaders. Skills to be taught include empowering other people and encouraging others Organizations need to motivate employees so that they can feel comfortable. To achieve this, organizations have to pay their staff what they are worth (Cerasoli, et al.2014, p.980). Employees should be compensated well so that they can get value for their offered services. To motivate their staff, great working places ensure that their employees have an opportunity to develop their careers. The employees should be trained to ensure that they gain skills that will enable them to further their careers. The employees are also motivated when the organization creates a conducive working environment and culture that will ensure that employees are happy and they have the needed energy to perform their roles well. The organization should also set clear goals that are well communicated. This will encourage the staff because they know what they should achieve and when they do so, they feel motivated. The organization should allow the employees to lead and have a chance to work creatively without strictly following routine ways of performing the duties (Durant, et al.2006, p.510). This enables the employees to feel like leaders, and they have a chance to put their creativity and innovation to good use, and this will make the organization one of the best to work for. Revenge is a drama series created by Mike Kelley. I loved the television series, but my friend did not like it because of various factors. One of the factors is the background of the series. The series begins by showing events that happened later in the series and my friend hated this very much because it created a lot of unnecessary suspense. The other factor that is causing different perceptions towards the series is the value and beliefs. The series is advocating for revenge. This is contrary to what we are told in school and churches as we are told we should not practice tit for tat because it is not a fair game. The series was against my friend's beliefs, and that is why he hated it. The other factor is past experience. Past experience can cause someone to have different opinions to what other people are enjoying. The main character in this drama series has relationships with other so that he can hurt them in the process of accomplishing her mission of revenge. My friend experienced such cruelty from someone else, and he was very hurt. The drama advocates for what my friend hates and that may be the reason he does not like the film. The elements identified for successful teamwork are true. For instance keeping a small team with consistent membership is very important as this will make the team be manageable and be well coordinated (Weller, et al.2014, p.152). This coordination will enable the team to have effective team performance .other conditions for making the team to be successful is to have enabling team structures. This will help the team to be motivated and feel valued. This will encourage them to take responsibilities and also be able to receive feedback based on their efforts (Weaver, et al.2014, p.366). The other conditions that the team operations should be well managed to ensure there is the availability of the needed resources, team information and even team education. The steps to take in early teams life include setting the vision and picture of the work to be done. This will be followed by setting up the common goal of the team, then knowing the team members and their capabilities. The next step will be to define roles to each team member to avoid conflicts in the team (Hurlburt, et al.2014, p.165). The next step will be planning how the goals of the team will be achieved. After this, as a leader will be required to communicate to the team concerning team goals, instructions, and roles of each member. The last step will be to find the correct tools to manage the team. The projects to be delegated are the one which does not form creative core of the business. Core projects to the business should not be delegated because any mistake will harm the business adversely (Bauer, and Becker, 2014, p.220). Samantha should not interfere with the delegated activities, but she should not lose much control. This will be ensured by making sure there is a collaboration between her and the person to take up the responsibilities. During this time, she can set the responsibilities of the new person in charge so that there is less loss of control (Shin, and Strausz, 2014, p.500). Communicating clearly to everyone in the organization will also help to delegate without losing control because the delegated duties will be performed well as employees know what is expected to be achieved. Executives should not control projects just to maintain their authority. Some people in the organization are more suited to manage some projects than the executives because they have more knowledge, skills and even experience in such projects and failure to delegate such projects will lead to poor results (Erat, 2013, p.275). Tasks that executives should never delegate include crisis management, investor relations, discipline, praise, and recognition. The other task is motivation and reorganization. References Antonakis, J. and House, R.J., 2014. Instrumental leadership: Measurement and extension of transformationaltransactional leadership theory. The Leadership Quarterly, 25(4), pp.746-771. Bauer, M.W. and Becker, S., 2014. The unexpected winner of the crisis: The European Commissions strengthened role in economic governance. Journal of European Integration, 36(3), pp.213-229. Cerasoli, C.P., Nicklin, J.M. and Ford, M.T., 2014. Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological bulletin, 140(4), p.980. Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), pp.36-62. Durant, R.F., Kramer, R., Perry, J.L., Mesch, D. and Paarlberg, L., 2006. Motivating employees in a new governance era: The performance paradigm revisited. Public Administration Review, 66(4), pp.505-514. Erat, S., 2013. Avoiding lying: the case of delegated deception. Journal of Economic Behavior Organization, 93, pp.273-278. Hurlburt, M., Aarons, G.A., Fettes, D., Willging, C., Gunderson, L. and Chaffin, M.J., 2014. Interagency collaborative team model for capacity building to scale-up evidence-based practice. Children and Youth Services Review, 39, pp.160-168. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), p.117. Shin, D. and Strausz, R., 2014. Delegation and dynamic incentives. The RAND Journal of Economics, 45(3), pp.495-520. Stoller, J.K., 2014. Help wanted: developing clinician leaders. Perspectives on medical education, 3(3), pp.233-237. Weaver, S.J., Dy, S.M. and Rosen, M.A., 2014. Team-training in healthcare: a narrative synthesis of the literature. BMJ Qual Saf, 23(5), pp.359-372. Weller, J., Boyd, M. and Cumin, D., 2014. Teams, tribes and patient safety: overcoming barriers to effective teamwork in healthcare. Postgraduate medical journal, 90(1061), pp.149-154.

Advantages and Disadvantages of Sales Force Automation free essay sample

Managing sales is not difficult while a company is small. However, when sales start to grow, it is very hard to manage enlarged sales workflow as effectively as before. It is because the increasing number of sales tasks, the number of regions, customers and products. It is taxing for salespersons to handle sales grows without a special system for planning, tracking, analysing, reporting, and controlling all aspects of sales activity, projects and tasks. Therefore, various sales management systems are developed in order to order to assist sales force operation. Sales Force Automation systems (SFA) are sales management systems that record all the stages in a sales process. SFA tracks all contact that has been made with customers, the purpose of the contact, and any information that might be needed. This ensures that sales efforts would not be duplicated. This eliminates unnecessary procedures and the risk of irritating customers. SFA also includes a sales lead tracking system, sales forecasting, order management and product knowledge. 2. 0 Advantages of Sales Force Automation System (SFA) Technology is critical for success in selling and marketing today. When implemented strategically and effectively, it can provide a lot of benefits. The Internet is one of the ideal platforms for SFA. SFA systems have features where customers can customise the product to meet their required needs through online product building systems. This is becoming more and more popular in the IT industry, where consumers can customise various features. For instance: Dell computer offers optional product features and accessories for consumers. By adopting SFA, Dell’s sales operation becomes more efficient and thus operating cost can be minimised. Businesses which use the Customer relationship management (CRM) as a form of SFA strategy will benefit from it. CRM is a strategy where companies choose and manage the most valuable customer relationship (Ingram et al. 2006, p. 53). SFA as a CRM tool will help companies to effectively manage customer relationship provided there is a right direction and strategy. Customer relationship management is an example of a technology that can provide substantial business value for your sales and marketing functions (Stein 2006). SFA is also been used as a profit maximising tool. By investing in SFA, with proper sales force training; a company’s value will be increased and it will be a competitive advantage for the company. For instance: Marriott hotel adopts SFA to maximise its room occupancy in a way that it will bring most revenue to the hotel. Besides, SFA also helps the sales manager to safe time. Before, the sales manager had to do the analytic job manually and it could take up a whole day. Today, the sales manager can get the job done in less than an hour with the help of SFA. SFA has enabled the $9 billion company to extend its competitive advantage at a time when its competitors were struggling just to survive (Overby 2005). 3. 0 Disadvantages of Sales Force Automation System (SFA) However, SFA does have its disadvantages as well. If SFA systems are not adopted and properly integrated to all departments, there might be a lack of communication which could result in different departments contacting the same customer for the same purpose. In order to ease this risk, SFA must be fully integrated in all departments that deal with customer service management. Software that automates sales and marketing, also known as front-office functions, is being adopted by many firms today. However, the capability to measure its ROI is controversial. This is because the systems are not easy enough to use for salespeople with broadly ranging technical skill, a lack of real support and also proper financial support from the top management (Holt Radosevich 1998). CRM, on the other hand; will turn out to be disaster if the sales force is not properly guided. If the company’s messages are confusing and your marketing team is working without a plan, the company’s customer elationship will be worst off. Sales person are forced to spend some part of their day inputting information about their prospects into a CRM system, but without gaining any value from the process, they are going to get demotivated (Stein 2006). For instance: Toshibas PC business also took a light-handed approach when getting its salespeople to adopt CRM. Toshiba constantly improve the system to help convince their salespeople to use it. Toshiba also deployed a data entry group to populate the CRM database, rather than depending on salespeople to do it in their spare time (James 2003). Eventually, Toshiba spend more financial and human resources unnecessarily. In addition, there are certain products where personal contact is crucial. SFA dehumanised a sales process that is suppose to be personal. For example: industrial products. Therefore, SFA are not meant for B2B sales, but B2C sales like Dell computers and Louis Voitton purses. 4. 0 Conclusion In order to adapt to the rapid development of the technology nowadays, firms have to adopt SFA in order to stay competitive as SFA can create competitive advantage. However, proper governance should be give from the top management to the sales force in order to avoid any complication which will further affect the sales management process. Thus, efficiency can be optimised and avoid wastage of resources. Last but not least, application of SFA is only appropriate when the business only requires minimum personal contact with the buyers.