Office Chairs - Function and Fun

!: Office Chairs - Function and Fun

You are a serious business person. You have responsibilities that other people just don't understand. And you take your office chairs seriously. They are no laughing matter to you. After all, they are ergonomic, they are functional, muti-adjustable and solid. You are proud of the fact that when the office manager recently decided it was time for more office chairs, it was you who was chosen for the meaningful and important task of choosing which ones to get. Yep, you da man. But did you know that not everyone sees their chair quite the same way that you do? Did you know, in fact, that some people refuse to take the subject seriously at all. Oh, I know it can drive you insane. If only other people would just grow up and start to see things the way you do. Then the world would be a better place.

Seriously! I once worked with a guy who pretty much fit the characterization above to a tee. Thankfully, most of us are not like that. In fact, I have even heard about people who actually use their office chairs for wild and crazy entertainment. I know! I even saw some guys outside the office one time who had taken their chairs up the side street where was a pretty steep hill. These clowns actually used their office chairs to race down the hill. When they first started down I didn't think much of it, but as they started to pick up speed it got pretty funny. Zip, bang, boom, and down the hill they came.

For the most part, the majority of people sort of fall somewhere in between these two extremes when it comes to their views about office chairs. Most people think of them enough to make sure they are comfortable with the one they use, but most don't obsess over them. And most people certainly don't take them out for a spin on the nearest side street. But consider for a moment the value of the extremes.

On the one hand, a mature responsible view leads you to office chairs that fit your body. The ergonomics of them actually makes a lot of sense. A chair that can be adjusted to fit your body just right will not only make you a happier and more productive worker, it will also have a direct impact on your physical well-being and health. Take a quick look at how your posture is during the day. Does your chair lend itself to a good or a bad posture? Can you tilt the seat and back rest to your liking? Can you raise and lower it in relation to your desk or monitor? These and other considerations are practical and are certainly worth thinking about.

On the other hand, office chairs are not all fuddy-duddy function-shmunction. There is a whimsical side that escapes the casual observer. Think about this for a minute. What was one of the most fun things you used to do as a kid? Spin around and around, right? Well, you can do that on your office chair too! Just imagine the hours of endless delight that you and your office buds can have spinning to your heart's content.

Whether you are more into fun or more into function, there are office chairs that are sure to fit your style. Live a little. Go wild! Just don't let anyone see you doing it.

Office Chairs - Function and Fun

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Mergers and Acquisitions (M&As)

!: Mergers and Acquisitions (M&As)

Mergers and Acquisitions are terms almost always used together in the business world to refer to two or more business entities joining to form one enterprise. More often than not a merger is where two enterprises of roughly equal size and strength come together to form a single entity. Both companies' stocks are merged into one. An acquisition is usually a larger firm purchasing a smaller one. This takes the form of a takeover or a buyout, and could be either a friendly union or the result of a hostile bid where the smaller firm has very little say in the matter. The smaller, target company, ceases to exist while the acquiring company continues to trade its stock. An example is where a number of smaller British companies ceased to exist once they were taken over by the Spanish bank Santander. The exception to this is when both parties agree, irrespective of the relative strength and size, to present themselves as a merger rather than an acquisition. An example of a true merger would be the joining of Glaxo Wellcome with SmithKline Beecham in 1999 when both firms together became GlaxoSmithKline. An example of an acquisition posing as a merger for appearances sake was the takeover of Chrysler by Daimler-Benz in the same year. As already seen, since mergers and acquisitions are not easily categorised, it is no easy matter to analyse and explain the many variables underlying success or failure of M&As.

Historically, a distinction has been made between congeneric and conglomerate mergers. Roughly speaking, congeneric firms are those in the same industry and at a similar level of economic activity, while conglomerates are mergers from unrelated industries or businesses. Congeneric could also be seen as (a) horizontal mergers and (b) vertical mergers depending on whether the products and services are of the same type or of a mutually supportive nature. Horizontal mergers may come under the scrutiny of anti-trust legislation if the result is seen as turning into a monopoly. An example is the British Competition Commission preventing the country's largest supermarket chains buying up the retailer Safeway. Vertical mergers occur when a customer of a company and that company merges, or when a supplier to a company and that company merges. The classic example given is that of an ice cream cone supplier merging with an ice cream manufacturer.

The 'first wave' of horizontal mergers took place in the United States between 1899 and 1904 during a period referred to as the Great Merger Movement. Between 1916 and 1929, the 'second wave' was more of vertical mergers. After the great depression and World War II the 'third wave' of conglomerate mergers took place between 1965 and 1989. The 'fourth wave' between 1992 and 1998 saw congeneric mergers and even more hostile takeovers. Since the year 2000 globalisation encouraging cross-border mergers has resulted in a 'fifth wave'. The total worldwide value of mergers and acquisitions in 1998 alone was .4 trillion, up by 50% from the previous year (andrewgray.com). The entry of developing countries in Asia into the M&A scene has resulted in what is described as the 'sixth wave'. The number of mergers and acquisitions in the US alone numbered 376 in 2004 at a cost of .64 billion, while the previous year (2003) the cost was a mere .92 billion. The growth of M&As worldwide appears to be unstoppable.

What is the raison d'etre for the proliferation of mergers and acquisitions? In a nutshell, the intention is to increase the shareholder value over and above that of the sum of two companies. The main objective of any firm is to grow profitably. The term used to denote the process by which this is accomplished is 'synergy'. Most analysts come up with a list of synergies like, economies of scale, eliminating duplicate functions, in this case often resulting in staff reductions, acquiring new technology, extending market reach, greater industry visibility, and an enhanced capacity to raise capital. Others have stressed, even more ambitiously, the importance of M&As as being "indispensable...for expanding product portfolios, entering new markets, acquiring new technologies and building a new generation organization with power and resources to compete on a global basis" (Virani). However, as Hughes (1989) observed "the predicted efficiency gains often fail to materialise". Statistics reveal that the failure rate for M&As are somewhere between 40-80%. Even more damning is the observation that "If one were to define 'failure' as failure to increase shareholder value then statistics show these to be at the higher end of the scale at 83%".

In spite of the reported high incidence of its failure rate "Corporate mergers and acquisitions (M&As) (continue to be) popular... during the last two decades thanks to globalization, liberalization, technological developments and (an) intensely competitive business environment" (Virani 2009). Even after the 'credit crunch', Europe (both Western and Eastern) attract strategic and financial investors according to a recent M&A study (Deloitte 2007). The reasons for the few successes and the many failures remain obscure (Stahl, Mendenhall and Weber, 2005). King, Dalton, Daily and Covin (2004) made a meta-analysis of M&A performance research and concluded that "despite decades of research, what impacts the financial performance of firms engaging in M&A activity remains largely unexplained" (p.198). Mercer Management Consulting (1997) concluded that "an alarming 48% of mergers underperform their industry after three years", and Business Week recently reported that in 61% of acquisitions "buyers destroyed their own shareholders' wealth". It is impossible to view such comments either as an explanation or an endorsement of the continuing popularity of M&As.

Traditionally, explanations of M&A performance has been analysed within the theoretical framework of financial and strategic factors. For example, there is the so-called 'winner's curse' where the parent company is supposed to have paid over the odds for the company that was acquired. Even when the deal is financially sound, it may fail due to 'human factors'. Job losses, and the attendant uncertainty, anxiety and resentment among employees at all levels may demoralise the workforce to such an extent that a firm's productivity could drop between 25 to 50 percent (Tetenbaum 1999). Personality clashes resulting in senior executives quitting acquired firms ('50% within one year') is not a healthy outcome. A paper entitled 'Mergers and Acquisitions Lead to Long-Term Management Turmoil' in the Journal of Business Strategy (July/August 2008) suggests that M&As 'destroy leadership continuity' with target companies losing 21% of their executives each year for at least 10 years, which is double the turnover of other firms.

Problems described as 'ego clashes' within top management have been seen more often in mergers between equals. The Dunlop - Pirelli merger in 1964 which became the world's second largest tyre company ended in an expensive splitting-up. There is also the merger of two weak or underperforming companies which drag each other down. An example is the 1955 merger of car makers Studebaker and Packard. By 1964 they had ceased to exist. There is also the ever present danger of CEOs wanting to build an empire acquiring assets willy-nilly. This often is the case when the top managers' remuneration is tied to the size of the enterprise. The remuneration of corporate lawyers and the greed of investment bankers are also factors which influence the proliferation of M&As. Some firms may aim for tax advantages from a merger or acquisition, but this could be seen as a secondary benefit. Another reason for M&A failure has been identified as 'over leverage' when the principal firm pays cash for the subsidiary assuming too much debt to service in the future.

M&As are usually unique events, perhaps once in a lifetime for most top mangers. There is therefore hardly any opportunity to learn by experience and improve one's performance, the next time round. However, there are a few exceptions, like the financial-services conglomerate GE Capital services with over 100 acquisitions over a five-year period. As Virani (2009) says "...serial acquirers who possess the in house skills necessary to promote acquisition success as (a) well trained and competent implementation team, are more likely to make successful acquisitions". What GE Capital has learned over the years is summarised below.

1. Well before the deal is struck, the integration strategy and process should be initiated between the two sets of top managers. If incompatibilities are detected at this early stage, such as differences in management style and culture, either a compromise could be achieved or the deal abandoned.

2. The integration process is recognised as a distinct management function, ascribed to a hand-picked individual selected for his/her interpersonal and cross-cultural sensitivity between the parent firm and the subsidiary.

3. If there are to be lay-offs due to restructuring, these must be announced at the earliest possible stage with exit remuneration packages, if any.

4. People and not just procedures are important. As early as possible, it is necessary to form problem solving groups with members from both firms resulting, hopefully, in a bonding process.

These measures are not without their critics. Problems could still surface long after the merger or acquisition. Whether to aim for total integration between two very different cultures is possible or desirable is questioned. That there could be an optimal strategy out of four possible states of: integration, assimilation, separation or deculturation.

A paper by Robert Heller and Edward de Bono entitled 'Mergers and acquisitions and takeovers: Buying another business is easy but making the merger a success is full of pitfalls' (08/07/2006) looks at examples of unsuccessful mergers from the relatively recent past and makes recommendations for avoiding their mistakes. Their findings could be generalised to other M&As and therefore is worth paying attention to.

They begin with the BMW - Rover merger where they have identified strategic failings. BMW invested £2.8 billion in acquiring Rover and kept losing £360,000 annually. The strategic objective had been to broaden the buyer's product line. However, the first combined product was the Rover 75, which competed directly with existing BMW mid-range models. The other, existing Rover cars were out of date and uncompetitive, and the job of replacing them was left far too late.

Another fly in the ointment was that the stated profits that Rover had supposedly enjoyed were subsequently seen as illusory. Subjected to BMWs accounting principles, they were turned into losses. Obviously, BMW had failed in the exercise of 'due diligence'. (Due diligence is described as the detailed analysis of all important features like finance, management capability, physical assets and other less tangible assets (Virani 2009). Interestingly, the authors allude to instances of demergers being more successful than mergers. For example, Vodafone, the mobile telephone dealer, which was owned by Racal, is now valued at .6 billion, 33 times greater in value than the parent company Racal. The other instance is that of ICI and Zeneca where the spin-off is worth £25 billion as against the parent company being valued at £4 billion.

The authors refer to the fact that after a merger, the management span at the top becomes wider, and this could impose new strains. Due to difficulties in adjustment to the new realities, the need for positive action tends to get put on the back burner. Delay is dangerous as the BMW managers realised. While BMW set targets and expected 100% acquiescence, Rover was in the habit of reaching only 80% of the targets set. Walter Hasselkus, the German manager of Rover after the merger, was respectful of the Rover's existing culture that he failed to impose the much stricter BMW ethos, and, ultimately lost his position.

Another failure of strategy implementation by BMW recognised by the authors was that of investing in the wrong assets. BMW paid only £800 million for Rover, but invested £2 billion in factories and outlets, but not in developing products. BMW hitherto had concentrated quite successfully on executive cars produced in smaller numbers. They obviously felt vulnerable in an industry dominated by large, volume producers of cars. It is not always the case that bigger is better. In fragmenting markets, even transnational corporations lose their customers to niche, more attractive, small players.

There was an earlier reference in this essay to the success of giant pharmaceuticals like SmithKline Beecham. However, they are now losing large sums of money to divest themselves of drug distribution companies they acquired at great cost; clearly a strategic mistake, which the authors' label 'jumping on the bandwagon'. They quote a top American manager bidding for a smaller financial services company in 1998 being asked why, as saying 'Aw, shucks, fellers, all the other kids have got one...' The correct strategy, they imply, is to reorganise around core businesses disposing of irrelevancies and strengthening the core. They give the example of Nokia who disposed of paper, tyres, metals, electronics, cables and TVs to concentrate on mobile telephones. Here's a case of successful reverse merging. On the other hand, top managers should have the vision to transform a business by imaginatively blending disparate activities to appeal to the market.

Ultimately it is down to the visionary chief executive to steer the course for the new merged enterprise. The authors give the example of Silicon Valley, where 'new ideas are the key currency and visionaries dominate'. They say that the Silicon Valley mergers succeeded because the targets were small and were bought while the existing businesses themselves were experiencing dynamic growth.

What has so far not being addressed in this essay is the phenomenon of cross-border or cross-cultural mergers and acquisitions, which are of increasing importance in the 21st century. This fact is recognised as the 'sixth wave', with China, India, and Brazil emerging as global players in trade and industry. Cross-cultural negotiation skills are central to success in cross-border M&As. Transnational corporations (TNCs) are very actively engaged in these negotiations, with their annual value-added business performance exceeding that of some nation states. A detailed exposition of the dynamics of cross-cultural negotiations in M&As is found in Jayasinghe 2009 (pp. 169 - 176). The 'cultural dynamics of M&A' has been explored by Cartwright and Schoenberg, 2006. Other researchers in this area use terms such as 'cultural distance' 'cultural compatibility', 'cultural fit', and 'sociocultural integration' as determinants of M&A success.

There is general agreement that M&A activity is at its height following an economic downturn. All five historical 'waves' of M&A dealings testify to this. One of the main reasons for this could be the rapid drop in the stock value of target companies. A major factor in the increase in global outward foreign direct investment (FDI) stock which was billion in 1970, to ,000 billion in 2007, was 'due to mergers and acquisitions (M&As) of existing entities, as opposed to establishing an entirely new entity ( that is, 'Greenfield' investment')' (Rajan and Hattari 2009). Increased global economic activity alone may have accounted for this increase. In the early 1990s M&A deals were worth 0 billion, while in the year 2000 it had peaked to ,200 billion, most of it due to cross-border deals. However, by 2006 it had dropped to 0 billion. Rajan and Hattari (op cit) ascribe this growth to the growing significance of the cross-border integration of Asian economies.

During 2003-06, the share of developed economies (EU, Japan and USA) in M&A purchases had declined. From 96.5 percent in 1987 it had fallen to 87 percent by 2006. This is said to be due to the ascendancy of developing economies of Asia both in terms of value as well as the number of M&As. Substantiating the thesis that economic downturns appear to boost M&A activity, sales jumped following the Asian crisis of 1997-98. While in 1994-96 the sales were put at billion, it had increased three-fold to billion between1997-99. Rajan and Hittari (2009) attribute this increase to the 'depressed asset values compared to the pre-crisis period'. Indonesia, Korea and Thailand affected most by the crisis reported the highest M&A activity.

China is one of those countries not suffering from the effects of global recession to the same extent as most Western economies. China has been buying assets from Hong Kong, and in 2007 the purchases amounted to 17 percent of the total M&A deals in Asia (excluding Japan). Rajan and Hattari looked at investors from Singapore, Malaysia, India, Korea and Taiwan. This led to the hypothesis that the greater size of the host country and its distance from the target country is a determinant of cross-border M&A activity. They also found that exchange rate variability and availability of credit are factors impacting on M&As, and have generalised this to conclude that 'financial variables (liquidity and risk) impact global M&A transactions... especially intra-Asian ones'.

On the other hand, it is reported that overall M&As were hit by the global recession and had lost valuation by 76% by 2009. While 54 deals worth .5 billion occurred in 2008 between April and August, during the same period 72 M&A deals were worth only .73 billion in 2009. The industries dominating the M&A sectors were IT, pharmaceuticals, telecommunications, and power. There were also deals involving metal, banking/finance, chemical, petrochemical, construction, engineering, healthcare, manufacturing, media, real estate and textiles.

The influential Chinese consulting firm, China Center for Information Industry Development (CCID) has concluded that although some enterprises are on the brink of bankruptcy during the global recession, it has 'greatly reduced M&A costs for enterprise'. As industry investment opportunities fall, investment uncertainties increase, M&As show bigger values.... As proven in the 5 previous high tide of global industry capital M&As, every recession period resulting from (a) global financial crisis has been a period of active M&As'.

Most commentators believe that in addition to the empirical research as quoted above, research from a wider perspective to encompass the disciplines of psychology, sociology, anthropology, organisational behaviour, and international management, is needed to make continual improvements to our understanding of the dynamics for the success or failure of mergers and acquisitions, which are increasingly becoming the most popular form of industrial and economic growth across the globe. The evidence regarding how the current global financial crisis affects the proliferation of M&As has not been straightforwardly negative or positive. Many intervening variables have been hinted at in this essay but more systematic work is required for an exhaustive analysis.

Mergers and Acquisitions (M&As)

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Unusual Types of Sports Betting

!: Unusual Types of Sports Betting

You probably know that you can go online to participate in betting on sports like baseball, basketball and football. Almost all sports betting websites offer opportunities to wager on the outcome of these major types of games. However, if major sports aren't your favorite--or if you're interested in expanding your betting activities--you may want to look a little closer at some of the more unusual sporting events available on some sports betting websites.

Tennis, for example, has become increasingly popular in recent years. It can be found on many sports betting websites. You can place a bet on Wimbledon, The Davis Cup, The Men's French Open and more.

Golf is another sporting event that can sometimes be found on sports betting websites. Aside from wagering on the outcome of a tournament, some sites offer special betting events, such as having folks bet on the number of Majors Tiger Woods will win during a year. This type of betting "special" helps keep things interesting and gives gamblers another way of placing a wager.

Almost any type of racing is available on many sports betting websites, including auto racing like Nascar and Formula One. You may also find racing events such as motorbike races, horse races and even dog racing.

Not every sport on sports betting websites is popular in the United States. Some are more popular in other countries, such as England or France. Cricket, Gaelic Football, Rowing, Rugby and Snooker are examples of sports that have a larger following in countries outside of the United States. Even games like soccer and hockey, though played in the United States, are more popular among fans in other parts of the world.

Other, more unusual types of events available on sports betting websites include table tennis, yachting, pool, handball and darts. You can even place a bet on a poker game, which means you're betting on a game where the participants are placing bets!

Unusual Types of Sports Betting

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!: Discount Tech Deck Trick Street Skatepark Exclusive World Industries Ramp Set / Includes 1 Randome 96mm Skateboard coupon

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Judas Priest - Screaming for Vengeance

!: Judas Priest - Screaming for Vengeance

Judas Priest are an English heavy metal band from Birmingham, formed in 1969. Judas Priest's core line-up consists of bass player Ian Hill, vocalist Rob Halford and guitarists Glenn Tipton and KK Downing. The band has gone through several drummers, though Scott Travis has held the position since 1989. They have been cited as an influence on many heavy metal musicians and bands. Their popularity and status as one of the definitive heavy metal bands has earned them the nickname "Metal Gods" from their song of the same name. They have sold over 35 million albums worldwide. ________________________________________ Hey listen don't you let them get your mind Fill your brain with orders and that's not right. They're playing at a game that draws you closer Till you're living in a world that's ruled by fear. Always takin' baby out that's ok What they're givin' maybe it's out of phase with me. Told you one you're never gonna win the race Same old no tomorrow kicked in the face. We are screaming, screaming for vengeance The world is a manacled place. Screaming, screaming for vengeance The world is defiled in disgrace. Tie a blindfold all around your head Spin you 'round in the torture before the dread. And then you're pushed and shoved into every corner Then they lead you out into the final slaughter. As the sweat is runnin' down your neck All your praying for's to stop your body breakin' up. Oh your heart is pumpin' gonna soon explode Got to fight the horror of this mental load ...

Judas Priest - Screaming for Vengeance

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How to Make a Simple Magnetic Perpetual Machine - Simple Steps to Make a Simple Energy Machine

!: How to Make a Simple Magnetic Perpetual Machine - Simple Steps to Make a Simple Energy Machine

Some people may believe a magnetic perpetual machine is a new concept, but it's not. These devices have been in research and development for a long time.

There are more than a handful of people who doubt the abilities of such a machine because it violates the second law of thermodynamics. However, there is such a machine that truly exists and it can supply more energy to your household than you actually need.

Those interested in a magnetic perpetual machine can build one on a smaller scale. To do this you will need to set a wheel on a tilting axis. This wheel will be the inner wheel of your magnetic perpetual machine, and it should be non conductive and it should be able to easily spin.

Now that you've set your wheel, you'll need to attach magnets like ceramic bar magnets equally around the rim of the wheel. To get the exact same polarity you must make sure that each magnet faces outward.

Now you are going to need to position a fixed outer ring around the inner ring. It is critical to make sure the ring you use is made of something conductive as well.

The next step to build your electric magnetic machine is to line the outer fixed ring of the magnetic perpetual machine with magnets that are facing inward.

Make the inner ring of the machine you just put together spin. Once the inner wheel reaches its maximum revolution, the magnets on the outer ring should allow the ring to continue to spin until the next magnets set of opposing magnets face one another again.

To produce energy you must allow the inner rim of the magnetic perpetual machine to spin until the speed increases. These are the simple steps to build a simple perpetual machine, but to generate enough energy to run your home you need a more advanced machine.

How to Make a Simple Magnetic Perpetual Machine - Simple Steps to Make a Simple Energy Machine

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!: Boy Meets World - Brave New World 1 (722) P1

Brave New World part one of the series finale of the hit tv show Boy Meets World. This episode is very special to me since I had the privilege to see it LIVE! (No Copyright Infringement Intended) All credits go to the creators of BMW.

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Xavi Hernandez - Drop the World ((HD))

!: Xavi Hernandez - Drop the World ((HD))

Xavi Hernandez is one of the greatest footballers in the world today. Here is a vid of some of his best goals, dribbles and passes. Leave a comment about what you think of the vid. IGNORE TAGS : Uruguay vs Germany 2:3 3rd Place Netherlands vs Spain 0:1 World Cup Finale Germany vs...

Xavi Hernandez - Drop the World ((HD))

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Cricket Tips - Spin Bowling Advice to Captains and Coaches

!: Cricket Tips - Spin Bowling Advice to Captains and Coaches

Spin bowlers need understanding captains and coaches to bring the best out of them. Too many spin bowlers are lost due to poor captaincy and coaching decisions. This is especially true at junior level cricket during a player's formative years.

These days, in modern cricket, the emphasis is all about scoring runs and big hits. Just look at the massive following of the 20/20 form of the game. To satisfy this insatiable thirst for runs all the pitches are prepared flat and the boundaries are brought in. All for the cheap thrill of a few more sixes.

The effect is terrible on young spin bowlers. Shots that would have landed down the throat of deep mid on or deep square leg now ends up as a big six. Top edges go for six and batsmen get away with shots they previously never would have gotten away with.

The pitches also do not turn anymore and the young bowler is finding it vary tough indeed to beat batsmen with turn of the pitch.

A captain needs to understand that spin bowlers will go for more runs. They are not strike bowlers. They need to out think the batsman over a few overs. If a batsman decides to have a few swings and connect the ball for a couple of sixes then he should not take the spin bowler off. He needs to decide first if it was poor bowling or simple a batsman getting away with a few big shots. If it is the latter then he needs to back the spin bowler and keep him on. The wicket can be only one mistimed shot away. Take the example of Shane Warne. He has an average much lower than that of great fast bowlers, yet he is widely regarded as the greatest bowler of all time. This is because the captain backed him when he went for a few sixes. He did not immediately take him off and brought a new bowler in. The captain had enough faith in him that he is a great bowler and the batsman just got lucky with a few shots. Few captains understand just how many batsmen get lucky against spinners. Only to take the bowler off and take the chance away for the batsman to make a mistake trying to hit the ball into the stands again.

A spin bowler is always more aggressive when he bowls with flight. It is important the when a batsman starts hitting him the captain backs the bowler by telling him to keep tossing it up, even if he gets hit for a few sixes. That will give the spin bowler all the confidence in the world. Unfortunately few captains are so brave or understand spin bowling good enough to do this.

Coaches need to support young bowlers in the nets. Everyone always try and hit the spin bowlers in the net as far as possible. This can do a lot of damage to any young spin bowler's confidence. The coach need to make sure the bowler understands that most of those hits out of the net is in fact wickets. A little coaching tips is to start the young spin bowlers out by having them bowl without any batsmen. This way they can get their confidence level up before bowling to a batsman.

Cricket Tips - Spin Bowling Advice to Captains and Coaches

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!: Saved Kinect Sensor with Kinect Adventures! sale

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Kinect for Xbox 360 brings games and entertainment to life in extraordinary new ways with no controller required. Simply step in front of the sensor and Kinect recognizes you and responds to your gestures. Connecting in a whole new way is as easy as a wave of your hand. Kinect removes the last barrier between you and the experiences you love. Best of all, Kinect works with every Xbox 360 console.

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Gdh 2000: Proceedings of the Symposium on the Gerasimov-Drell-Hearn Sum Rule and the Nucleon Spin Structure in the Resonance Region Mainz, Germany 14-17 June 02

!: Promo Gdh 2000: Proceedings of the Symposium on the Gerasimov-Drell-Hearn Sum Rule and the Nucleon Spin Structure in the Resonance Region Mainz, Germany 14-17 June 02 ideas

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Gdh 2000: Proceedings of the Symposium on the Gerasimov-Drell-Hearn Sum Rule and the Nucleon Spin Structure in the Resonance Region Mainz, Germany 14-17 June 02

The history of spin in general, and of the nucleon spin structure in particular, has been full of surprises. For the past 25 years deep inelastic lepton scattering has been studied to determine the carriers of the nucleon spin. However, it was realized only recently that a full understanding of the nucleon spin will also require detailed information on the helicity structure in the resonance region, ie. in the realm of nonperturbative QCD. This volume gives a status report on the spin structure in the nucleon resonance region, focusing on: new experimental results from SLAC and HERMES; a first glance at the JLab experiments to map out the spin structure functions at low and intermediate four-momentum transfers; the pioneering experiment at MAMI (Mainz) to determine the Gerasimov-Drell-Hearn sum rule for real photons; and recent theoretical concepts and investigations to describe the spin structure in the frameworks of higher twist expansion, phenomenological models and chiral perturbation theory.

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Debbie Harry Feel The Spin (Full Version)

!: Debbie Harry Feel The Spin (Full Version)

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Killerspin Table Tennis Technique: Ball and Spin

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A step-by-step guide on how to improve your table tennis technique and skills by generating killer-spin. Find Killerspin equipment, accessories, apparel, DVD's, and more at: www.killerspin.com

Killerspin Table Tennis Technique: Ball and Spin

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severe indictment of the Bush thugs. This was originally published in October in the 4th and the round. This is the official version of the band, wrote and performed the song uploaded. Music and lyrics: 4th. Tren video taken from the fourth. Train / Jade Films Mexico City, 2004 For questions about this band, please contact me directly. The text SUPA Dubya fourth. Train a new from the ashes of the innocent my dead dawn rising against your dead let's see who can mostmilitant blood for blood, pound for pound, an eye for an eye my tribal god has told me that I must die, murder or kill ten of mine, I have to give ten thousand previously beheaded kill all those who dare to oppose Motherfucker shoot today and ask questions much later terrorist, freedom fighter, innocent bystander, instigator it does not matter, your ass is brown, have a towel on her head to pray for a foreign god, you pray for me or I'll kill patriotsSidewinders, m-1 and F-16 the most beautiful display of destruction mankind has ever seen, I'm not an intruder, I came here to liberate your people I'm carpet bombing your mosques so that I can build my church steeples yeah, freedom to buy cake and democracy, baseball and apple and consume or go bye bye bye now believe that the devil are you going against my manifest destiny God has sent me a beat, all my enemies I the wrong way and I see your ass on my shit list of what you put on?Would you like some '...

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Effective Leadership Coaching is Great

There is a difference in the world between saying, "Keep your eyes on the ball 'and ask," Which way to turn the ball after it touches the ground "or" Where exactly is the tennis ball hit your bat, "Both are used as a trainer. Only the method is effective.

As leaders, we are all coaches. That is our job, our family or our community, we help people to become more effective. This is the main task of a coach-to help people be more effective.

Great World Spin

L 'ability to train is a great tool to strengthen management and other sustainable development. Great coaching can help people develop self-sufficient, increase commitment and better ideas and solutions. The task of the coach is always interesting, challenging and fun to the great coaching takes place.

Effective Leadership Coaching is Great

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To be a good coach, you must follow three basic assumptions.

First, a great coach is in collaboration with others. The coach wants peak performance of peopleto get results. The person who wants to coach the prizes that are responsible for personal productivity, recognition and feeling. Both will have a significant investment in perfection.

The second assumption is that people are motivated to improve. Great coaching is not the carrot and the stick. It requires leadership and special skills.

Thirdly, people have the experience that can be used by the trainer to help in their growth and development. Coaches are notnecessary to have all the answers. Coaches do not just tell people what to do and how. Effective coaches have a dialogue with people and hear what people say.

How can we hear discussed in our last blog post, the music and make your ultimate guide effective questions his tools. It 'the most important tool in creating world-class coaching experience.

Here are 5 tips to improve your coaching experience:

If a person answers your question with an answer to the question,Ask questions that contain possible clues. Here are some examples: Suppose you ask someone: "What changes would you like to see happen is the way?" If the other person responds by saying: "I do not know, Coach, what do you think?" Instead of saying, one might ask: "Given the strong emphasis that we are now marketing to reduce costs, how do you think we could more effectively" Use silence as a tool. After a silencematter of giving the other person a chance to respond. If you think you know what to say and do the other person, or, it is difficult to say, but calm. Be patient! Avoid two questions together. If the other person difficult to answer the questions he has to say: "Let me put the question another way ..." and a request for additional information or insight. Key Take-away - always ask permission before providing information directly. Asking, "I Could aProposal? " Really listen. When the other person is speaking, maintaining eye contact, nod to show active listening, clear your mind of thoughts and concentration. If the person no longer speak, to gather your thoughts together, and to recognize the feelings, if necessary. Use self-disclosure. This is very powerful! Why is it that coaches always do the right thing and not make mistakes, and never above all feelings? It does not say this anywhere. Good communicationoccurs when two people who speak honestly. The coaches are not as "weak" or "incompetent" if perceived commitment of one or two errors.

If this all sounds wonderful and coaching is so great, why not more? Some of the reasons may be, it really feels good to give someone the answer, it is often easier said than ask, is good for our ego, as experts or other person may think to be seen, if we can not we do not want to give them theto respond.

Coaching is not an option. It 's part of life! Successful managers do it very well. The good news is that coaching is a set of skills that can be learned and then applied to become the other person when he or she help ever imagined. effective leadership coaching is great.

Until next time ... Daily Leader will not grow in a day.

Effective Leadership Coaching is GreatThe great world spin Colum McCann (book trailer) Tube. Duration : 6.20 Mins.

In the gloom of a late-summer morning, people are silent in Lower Manhattan, looking in disbelief at the Twin Towers. E 'in August 1974, and a mysterious Acrobat is running, dancing, jumping, suspended between the towers, a quarter of a mile above the ground. On the streets below, a variety of ordinary life in extraordinary novelist bestselling author Colum McCann surprisingly complex portrait of a city and its people. The great world spin "is the critically acclaimedAuthors most ambitious novel, a dazzling vision of rich pain, beauty, mystery and the promise of New York City in 1970. Corrigan, a radical young Irish Monaco, struggling with his demons, as he lived among the prostitutes in the midst of the burning Bronx. A group of mothers in an apartment on Park Avenue with their sons who died in Vietnam, only to discover that they are separate and need to complain. A young artist finds himself at the scene of a hit-and-run that sendstheir lives to rest sideways. Tillie, a 38 years old grandmother turns, tricks on the side of his teenage daughter, pay attention not only on his family, but to demonstrate their value sets. Elegant weaves these and other seemingly disparate lives come with a powerful allegory McCann unforgettable voice of the people together unexpectedly city of hope, beauty, life drawing, and the artistic crime of the century. A sweeping and radical social novel, the great worldSpin ...

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LET THE GREAT WORLD SPIN[Let the Great World Spin][Hardcover] BY Random House (NY) on Jun 23-2009

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