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id_1700 | Communicating Styles and Conflict Knowing your communication style and having a mix of styles on your team can provide a positive force for resolving conflict. As far back as Hippocrates time (460-370B. C. ), people have tried to understand other people by characterizing them according to personality type or temperament. Hippocrates believed there were four different body fluids that influenced four basic types of temperament. His work was further developed 500 years later by Galen. These days there are any number of self-assessment tools that relate to the basic descriptions developed by Galen, although we no longer believe the source to be the types of body fluid that dominate our systems. The values in self-assessments that help determine personality style. Learning styles, communication styles, conflict-handling styles, or other aspects of individuals is that they help depersonalize conflict in interpersonal relationships. The depersonalization occurs when you realize that others arent trying to be difficult, but they need different or more information than you do. Theyre not intending to be rude: they are so focused on the task they forget about greeting people. They would like to work faster but not at the risk of damaging the relationships needed to get the job done. They understand there is a job to do. But it can only be done right with the appropriate information, which takes time to collect. When used appropriately, understanding communication styles can help resolve conflict on teams. Very rarely are conflicts true personality issues. Usually they are issues of style, information needs, or focus. Hippocrates and later Galen determined there were four basic temperaments: sanguine, phlegmatic, melancholic and choleric. These descriptions were developed centuries ago and are still somewhat apt, although you could update the wording. In todays world, they translate into the four fairly common communication styles described below: The sanguine person would be the expressive or spirited style of communication. These people speak in pictures. They invest a lot of emotion and energy in their communication and often speak quickly. Putting their whole body into it. They are easily sidetracked onto a story that may or may not illustrate the point they are trying to make. Because of their enthusiasm, they are great team motivators. They are concerned about people and relationships. Their high levels of energy can come on strong at times and their focus is usually on the bigger picture, which means they sometimes miss the details or the proper order of things. These people find conflict or differences of opinion invigorating and love to engage in a spirited discussion. They love change and are constantly looking for new and exciting adventures. The phlegmatic person cool and persevering translates into the technical or systematic communication style. This style of communication is focused on facts and technical details. Phlegmatic people have an orderly methodical way of approaching tasks, and their focus is very much on the task, not on the people, emotions, or concerns that the task may evoke. The focus is also more on the details necessary to accomplish a task. Sometimes the details overwhelm the big picture and focus needs to be brought back to the context of the task. People with this style think the facts should speak for themselves, and they are not as comfortable with conflict. They need time to adapt to change and need to understand both the logic of it and the steps involved. The melancholic person who is soft hearted and oriented toward doing things for others translates into the considerate or sympathetic communication style. A person with this communication style is focused on people and relationships. They are good listeners and do things for other people-sometimes to the detriment of getting things done for themselves. They want to solicit everyones opinion and make sure everyone is comfortable with whatever is required to get the job done. At times this focus on others can distract from the task at hand. Because they are so concerned with the needs of others and smoothing over issues, they do not like conflict. They believe that change threatens the status quo and tends to make people feel uneasy, so people with this communication style, like phlegmatic people need time to consider the changes in order to adapt to them. The choleric temperament translates into the bold or direct style of communication. People with this style are brief in their communication the fewer words the better. They are big picture thinkers and love to be involved in many things at once. They are focused on tasks and outcomes and often forget that the people involved in carrying out the tasks have needs. They dont do detail work easily and as a result can often underestimate how much time it takes to achieve the task. Because they are so direct, they often seem forceful and can be very intimidating to others. They usually would welcome someone challenging them. But most other styles are afraid to do so. They also thrive on change, the more the better. A well-functioning team should have all of these communication styles for true effectiveness. All teams need to focus on the task, and they need to take care of relationships in order to achieve those tasks. They need the big picture perspective or the context of their work, and they need the details to be identified and taken care of for success. We all have aspects of each style within us. Some of us can easily move from one style to another and adapt our style to the needs of the situation at hand-whether the focus is on tasks or relationships. For others, a dominant style is very evident, and it is more challenging to see the situation from the perspective of another style. The work environment can influence communication styles either by the type of work that is required or by the predominance of one style reflected in that environment. Some people use one style at work and another at home. The good news about communication styles is that we have the ability to develop flexibility in our styles. The greater the flexibility we have, the more skilled we usually are at handling possible and actual conflicts. Usually it has to be relevant to us to do so, either because we think it is important or because there are incentives in our environment to encourage it. The key is that we have to want to become flexible with our communication style. As Henry Ford said, Whether you think you can or you cant, youre right! | It is believed that sanguine people dislike variety. | c |
id_1701 | Communicating Styles and Conflict Knowing your communication style and having a mix of styles on your team can provide a positive force for resolving conflict. As far back as Hippocrates time (460-370B. C. ), people have tried to understand other people by characterizing them according to personality type or temperament. Hippocrates believed there were four different body fluids that influenced four basic types of temperament. His work was further developed 500 years later by Galen. These days there are any number of self-assessment tools that relate to the basic descriptions developed by Galen, although we no longer believe the source to be the types of body fluid that dominate our systems. The values in self-assessments that help determine personality style. Learning styles, communication styles, conflict-handling styles, or other aspects of individuals is that they help depersonalize conflict in interpersonal relationships. The depersonalization occurs when you realize that others arent trying to be difficult, but they need different or more information than you do. Theyre not intending to be rude: they are so focused on the task they forget about greeting people. They would like to work faster but not at the risk of damaging the relationships needed to get the job done. They understand there is a job to do. But it can only be done right with the appropriate information, which takes time to collect. When used appropriately, understanding communication styles can help resolve conflict on teams. Very rarely are conflicts true personality issues. Usually they are issues of style, information needs, or focus. Hippocrates and later Galen determined there were four basic temperaments: sanguine, phlegmatic, melancholic and choleric. These descriptions were developed centuries ago and are still somewhat apt, although you could update the wording. In todays world, they translate into the four fairly common communication styles described below: The sanguine person would be the expressive or spirited style of communication. These people speak in pictures. They invest a lot of emotion and energy in their communication and often speak quickly. Putting their whole body into it. They are easily sidetracked onto a story that may or may not illustrate the point they are trying to make. Because of their enthusiasm, they are great team motivators. They are concerned about people and relationships. Their high levels of energy can come on strong at times and their focus is usually on the bigger picture, which means they sometimes miss the details or the proper order of things. These people find conflict or differences of opinion invigorating and love to engage in a spirited discussion. They love change and are constantly looking for new and exciting adventures. The phlegmatic person cool and persevering translates into the technical or systematic communication style. This style of communication is focused on facts and technical details. Phlegmatic people have an orderly methodical way of approaching tasks, and their focus is very much on the task, not on the people, emotions, or concerns that the task may evoke. The focus is also more on the details necessary to accomplish a task. Sometimes the details overwhelm the big picture and focus needs to be brought back to the context of the task. People with this style think the facts should speak for themselves, and they are not as comfortable with conflict. They need time to adapt to change and need to understand both the logic of it and the steps involved. The melancholic person who is soft hearted and oriented toward doing things for others translates into the considerate or sympathetic communication style. A person with this communication style is focused on people and relationships. They are good listeners and do things for other people-sometimes to the detriment of getting things done for themselves. They want to solicit everyones opinion and make sure everyone is comfortable with whatever is required to get the job done. At times this focus on others can distract from the task at hand. Because they are so concerned with the needs of others and smoothing over issues, they do not like conflict. They believe that change threatens the status quo and tends to make people feel uneasy, so people with this communication style, like phlegmatic people need time to consider the changes in order to adapt to them. The choleric temperament translates into the bold or direct style of communication. People with this style are brief in their communication the fewer words the better. They are big picture thinkers and love to be involved in many things at once. They are focused on tasks and outcomes and often forget that the people involved in carrying out the tasks have needs. They dont do detail work easily and as a result can often underestimate how much time it takes to achieve the task. Because they are so direct, they often seem forceful and can be very intimidating to others. They usually would welcome someone challenging them. But most other styles are afraid to do so. They also thrive on change, the more the better. A well-functioning team should have all of these communication styles for true effectiveness. All teams need to focus on the task, and they need to take care of relationships in order to achieve those tasks. They need the big picture perspective or the context of their work, and they need the details to be identified and taken care of for success. We all have aspects of each style within us. Some of us can easily move from one style to another and adapt our style to the needs of the situation at hand-whether the focus is on tasks or relationships. For others, a dominant style is very evident, and it is more challenging to see the situation from the perspective of another style. The work environment can influence communication styles either by the type of work that is required or by the predominance of one style reflected in that environment. Some people use one style at work and another at home. The good news about communication styles is that we have the ability to develop flexibility in our styles. The greater the flexibility we have, the more skilled we usually are at handling possible and actual conflicts. Usually it has to be relevant to us to do so, either because we think it is important or because there are incentives in our environment to encourage it. The key is that we have to want to become flexible with our communication style. As Henry Ford said, Whether you think you can or you cant, youre right! | Melancholic and phlegmatic people have similar characteristics. | e |
id_1702 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | Females use colour and movement to discourage males. | e |
id_1703 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | Few creatures can change colour as effectively as cuttlefish. | e |
id_1704 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | Chameleons can imitate a pattern provided there are only two colours. | c |
id_1705 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | Chameleons appear to enjoy trying out new colours. | c |
id_1706 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | Size matters more than colour when male chameleons compete. | n |
id_1707 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | The popular explanation of why chameleons change colour has been proved wrong. | e |
id_1708 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | After a fight, the defeated male hides among branches of a tree. | n |
id_1709 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | There are more predators of chameleons in grassland habitats than in others. | n |
id_1710 | Communicating in Colour There are more than 160 known species of chameleons. The main distribution is in Africa and Madagascar, and other tropical regions, although some species are also found in parts of southern Europe and Asia. There are introduced populations in Hawaii and probably in California and Florida too. New species are still discovered quite frequently. Dr Andrew Marshall, a conservationist from York University, was surveying monkeys in Tanzania, when he stumbled across a twig snake in the Magombera forest which, frightened, coughed up a chameleon and fled. Though a colleague persuaded him not to touch it because of the risk from venom, Marshall suspected it might be a new species, and took a photograph to send to colleagues, who confirmed his suspicions. Kinyongia magomberae, literally the chameleon from Magombera, is the result, and the fact it was not easy to identify is precisely what made it unique. The most remarkable feature of chameleons is their ability to change colour, an ability rivalled only by cuttlefish and octopi in the animal kingdom. Because of this, colour is not the best thing for telling chameleons apart and different species are usually identified based on the patterning and shape of the head, and the arrangement of scales. In this case it was the bulge of scales on the chameleons nose. Chameleons are able to use colour for both communication and camouflage by switching from bright, showy colours to the exact colour of a twig within seconds. They show an extraordinary range of colours, from nearly black to bright blues, oranges, pinks and greens, even several at once. A popular misconception is that chameleons can match whatever background they are placed on, whether a chequered red and yellow shirt or a Smartie box. But each species has a characteristic set of cells containing pigment distributed over their bodies in a specific pattern, which determines the range of colours and patterns they can show. To the great disappointment of many children, placing a chameleon on a Smartie box generally results in a stressed, confused, dark grey or mottled chameleon. Chameleons are visual animals with excellent eyesight, and they communicate with colour. When two male dwarf chameleons encounter each other, each shows its brightest colours. They puff out their throats and present themselves side-on with their bodies flattened to appear as large as possible and to show off their colours. This enables them to assess each other from a distance. If one is clearly superior, the other quickly changes to submissive colouration, which is usually a dull combination of greys or browns. If the opponents are closely matched and both maintain their bright colours, the contest can escalate to physical fighting and jaw-locking, each trying to push each other along the branch in a contest of strength. Eventually, the loser will signal his defeat with submissive colouration. Females also have aggressive displays used to repel male attempts at courtship. When courting a female, males display the same bright colours that they use during contests. Most of the time, females are unreceptive and aggressively reject males by displaying a contrasting light and dark colour pattern, with their mouths open and moving their bodies rapidly from side to side. If the male continues to court a female, she often chases and bites him until he retreats. The range of colour- change during female displays, although impressive, is not as great as that shown by males. Many people assume that colour change evolved to enable chameleons to match a greater variety of backgrounds in their environment. If this was the case, then the ability of chameleons to change colour should be associated with the range of background colours in the chameleons habitat, but there is no evidence for such a pattern. For example, forest habitats might have a greater range of brown and green background colours than grasslands, so forest-dwelling species might be expected to have greater powers of colour change. Instead, the males whose display colours are the most eye-catching show the greatest colour change. Their displays are composed of colours that contrast highly with each other as well as with the background vegetation. This suggests that the species that evolved the most impressive capacities for colour change did so to enable them to intimidate rivals or attract mates rather than to facilitate camouflage. How do we know that chameleon display colours are eye-catching to another chameleon or, for that matter, to a predatory bird? Getting a view from the perspective of chameleons or their bird predators requires information on the chameleon s or birds visual system and an understanding of how their brains might process visual information. This is because the perceived colour of an object depends as much on die brains wiring as on the physical properties of the object itself. Luckily, recent scientific advances have made it possible to obtain such measurements in the field, and information on visual systems of a variety of animals is becoming increasingly available. The spectacular diversity of colours and ornaments in nature has inspired biologists for centuries. But if we want to understand the function and evolution of animal colour patterns, we need to know how they are perceived by the animals themselves or their predators. After all, camouflage and conspicuousness are in the eye of the beholder. | Measuring animals visual systems necessitates removing them from their habitat. | n |
id_1711 | Communication technologies are far from equivalent. A recent study comparing honesty across a range of different media revealed that people were twice likely to tell lies when using the phone than when communicating via e-mail. It had previously been assumed that people would be more inclined to fabricate the truth when using e-mail, due to the remoteness of the interaction making people more comfortable about deceiving others. On the contrary, it seems that anxiety over the accountability afforded by the recording of e-mail exchanges induces greater truthfulness. However, the research also noted that people are much more likely to be rude or insulting over e-mail, outweighing any benefits of increased honesty! | People are unconcerned about the repercussion of e-mail untruths. | c |
id_1712 | Communication technologies are far from equivalent. A recent study comparing honesty across a range of different media revealed that people were twice likely to tell lies when using the phone than when communicating via e-mail. It had previously been assumed that people would be more inclined to fabricate the truth when using e-mail, due to the remoteness of the interaction making people more comfortable about deceiving others. On the contrary, it seems that anxiety over the accountability afforded by the recording of e-mail exchanges induces greater truthfulness. However, the research also noted that people are much more likely to be rude or insulting over e-mail, outweighing any benefits of increased honesty! | An implication of the study is that if telephone conversations are recorded and people are aware of this fact, they are likely to be more truthful over the phone. | e |
id_1713 | Communication technologies are far from equivalent. A recent study comparing honesty across a range of different media revealed that people were twice likely to tell lies when using the phone than when communicating via e-mail. It had previously been assumed that people would be more inclined to fabricate the truth when using e-mail, due to the remoteness of the interaction making people more comfortable about deceiving others. On the contrary, it seems that anxiety over the accountability afforded by the recording of e-mail exchanges induces greater truthfulness. However, the research also noted that people are much more likely to be rude or insulting over e-mail, outweighing any benefits of increased honesty! | It had been assumed that people would communicate more honestly when using e-mail than when using the telephone. | c |
id_1714 | Communication technologies are far from equivalent. A recent study comparing honesty across a range of different media revealed that people were twice likely to tell lies when using the phone than when communicating via e-mail. It had previously been assumed that people would be more inclined to fabricate the truth when using e-mail, due to the remoteness of the interaction making people more comfortable about deceiving others. On the contrary, it seems that anxiety over the accountability afforded by the recording of e-mail exchanges induces greater truthfulness. However, the research also noted that people are much more likely to be rude or insulting over e-mail, outweighing any benefits of increased honesty! | People are unconcerned about the repercussion of e; mail untruths. | c |
id_1715 | Community Education Short courses: Business Business basics Gain foundation knowledge for employment in an accounts position with bookkeeping and business basics through to intermediate level: suitable for anyone requiring knowledge from the ground up. Code B/ED011 16th or 24th April 9 am 4 pm Cost $420 Bookkeeping This course will provide students with a comprehensive understanding of bookkeeping and a great deal of hands-on experience. Code B/ED020 19th April 9 am 2.30 pm (one session only so advance bookings essential) Cost $250 New enterprise module Understand company structures, tax rates, deductions, employer obligations, profit and loss statements, GST and budgeting for tax. Code B/ED030 15th or 27th May 6 pm 9 pm Cost $105 Social networking the latest marketing tool This broad overview gives you the opportunity to analyse what web technologies are available and how they can benefit your organisation. Code B/ED033 1st or 8th or 15th June 6 pm 9 pm Cost $95 Communication Take the fear out of talking to large gathering of people. Gain the public speaking experience that will empower you with better communication skills and confidence. Code B/ED401 12th or 13th or 14th July 6 pm 9 pm Cost $90 | Business Basics is appropriate for beginners. | e |
id_1716 | Community Education Short courses: Business Business basics Gain foundation knowledge for employment in an accounts position with bookkeeping and business basics through to intermediate level: suitable for anyone requiring knowledge from the ground up. Code B/ED011 16th or 24th April 9 am 4 pm Cost $420 Bookkeeping This course will provide students with a comprehensive understanding of bookkeeping and a great deal of hands-on experience. Code B/ED020 19th April 9 am 2.30 pm (one session only so advance bookings essential) Cost $250 New enterprise module Understand company structures, tax rates, deductions, employer obligations, profit and loss statements, GST and budgeting for tax. Code B/ED030 15th or 27th May 6 pm 9 pm Cost $105 Social networking the latest marketing tool This broad overview gives you the opportunity to analyse what web technologies are available and how they can benefit your organisation. Code B/ED033 1st or 8th or 15th June 6 pm 9 pm Cost $95 Communication Take the fear out of talking to large gathering of people. Gain the public speaking experience that will empower you with better communication skills and confidence. Code B/ED401 12th or 13th or 14th July 6 pm 9 pm Cost $90 | The New Enterprise Module can help your business become more profitable. | n |
id_1717 | Community Education Short courses: Business Business basics Gain foundation knowledge for employment in an accounts position with bookkeeping and business basics through to intermediate level: suitable for anyone requiring knowledge from the ground up. Code B/ED011 16th or 24th April 9 am 4 pm Cost $420 Bookkeeping This course will provide students with a comprehensive understanding of bookkeeping and a great deal of hands-on experience. Code B/ED020 19th April 9 am 2.30 pm (one session only so advance bookings essential) Cost $250 New enterprise module Understand company structures, tax rates, deductions, employer obligations, profit and loss statements, GST and budgeting for tax. Code B/ED030 15th or 27th May 6 pm 9 pm Cost $105 Social networking the latest marketing tool This broad overview gives you the opportunity to analyse what web technologies are available and how they can benefit your organisation. Code B/ED033 1st or 8th or 15th June 6 pm 9 pm Cost $95 Communication Take the fear out of talking to large gathering of people. Gain the public speaking experience that will empower you with better communication skills and confidence. Code B/ED401 12th or 13th or 14th July 6 pm 9 pm Cost $90 | Bookkeeping has no practical component. | c |
id_1718 | Community Education Short courses: Business Business basics Gain foundation knowledge for employment in an accounts position with bookkeeping and business basics through to intermediate level: suitable for anyone requiring knowledge from the ground up. Code B/ED011 16th or 24th April 9 am 4 pm Cost $420 Bookkeeping This course will provide students with a comprehensive understanding of bookkeeping and a great deal of hands-on experience. Code B/ED020 19th April 9 am 2.30 pm (one session only so advance bookings essential) Cost $250 New enterprise module Understand company structures, tax rates, deductions, employer obligations, profit and loss statements, GST and budgeting for tax. Code B/ED030 15th or 27th May 6 pm 9 pm Cost $105 Social networking the latest marketing tool This broad overview gives you the opportunity to analyse what web technologies are available and how they can benefit your organisation. Code B/ED033 1st or 8th or 15th June 6 pm 9 pm Cost $95 Communication Take the fear out of talking to large gathering of people. Gain the public speaking experience that will empower you with better communication skills and confidence. Code B/ED401 12th or 13th or 14th July 6 pm 9 pm Cost $90 | The Communication class involves speaking in front of an audience. | e |
id_1719 | Community Education Short courses: Business Business basics Gain foundation knowledge for employment in an accounts position with bookkeeping and business basics through to intermediate level: suitable for anyone requiring knowledge from the ground up. Code B/ED011 16th or 24th April 9 am 4 pm Cost $420 Bookkeeping This course will provide students with a comprehensive understanding of bookkeeping and a great deal of hands-on experience. Code B/ED020 19th April 9 am 2.30 pm (one session only so advance bookings essential) Cost $250 New enterprise module Understand company structures, tax rates, deductions, employer obligations, profit and loss statements, GST and budgeting for tax. Code B/ED030 15th or 27th May 6 pm 9 pm Cost $105 Social networking the latest marketing tool This broad overview gives you the opportunity to analyse what web technologies are available and how they can benefit your organisation. Code B/ED033 1st or 8th or 15th June 6 pm 9 pm Cost $95 Communication Take the fear out of talking to large gathering of people. Gain the public speaking experience that will empower you with better communication skills and confidence. Code B/ED401 12th or 13th or 14th July 6 pm 9 pm Cost $90 | Bookkeeping is intended for advanced students only. | n |
id_1720 | Community Education Short courses: Business Business basics Gain foundation knowledge for employment in an accounts position with bookkeeping and business basics through to intermediate level: suitable for anyone requiring knowledge from the ground up. Code B/ED011 16th or 24th April 9 am 4 pm Cost $420 Bookkeeping This course will provide students with a comprehensive understanding of bookkeeping and a great deal of hands-on experience. Code B/ED020 19th April 9 am 2.30 pm (one session only so advance bookings essential) Cost $250 New enterprise module Understand company structures, tax rates, deductions, employer obligations, profit and loss statements, GST and budgeting for tax. Code B/ED030 15th or 27th May 6 pm 9 pm Cost $105 Social networking the latest marketing tool This broad overview gives you the opportunity to analyse what web technologies are available and how they can benefit your organisation. Code B/ED033 1st or 8th or 15th June 6 pm 9 pm Cost $95 Communication Take the fear out of talking to large gathering of people. Gain the public speaking experience that will empower you with better communication skills and confidence. Code B/ED401 12th or 13th or 14th July 6 pm 9 pm Cost $90 | Social Networking focuses on specific website to help your business succeed. | c |
id_1721 | Companies wishing to increase their growing pace occasionally use the method of franchising which provides a new owner with the permit to use their business identity and in return to purchase products exclusively from the company. However most companies will aim to minimise the use of this method and often prefer the expansion of the companies' own branches. Companies who have previously used franchising learnt the essential need to monitor the business operation of the franchised branch. Difficulties arise from franchisees and companies disagreeing on business policies such as customer care, service delivery efficiency and quality of human interaction. Inadequate attention to the monitoring of franchisees on the part of the companies is typically the cause of subsequent problems. | Service delivery efficiency has reduced companies' will to franchise | n |
id_1722 | Company Innovation In a scruffy office in midtown Manhattan, a team of 30 artificialintelligence programmers is trying to simulate the brains of an eminent sexologist, a well-known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagics software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagics prospects are hard to gauge (in ten years time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re- engineered have been (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal- Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of todays merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chernin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. past, if It is easier for ideas to thrive outside big firms these days. In the a clever scientist had an idea he wanted to commercialize, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But many others worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas inhouse. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurship devolving power and setting up internal ideas- factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behavior needed to deal with disruptive technologies. Hence the fashion for cannibalization setting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another sceptical note is sounded by Amar Bhide, a colleague of Mr. Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr. Sanders had to discredit the view that jobs working on new products were for those who couldnt hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firms current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a form of disposable underwear for menstruating women. Will all this creative destruction, cannibalization and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBMthough, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | IBM failed to understand Umagics proposal of one new idea. | e |
id_1723 | Company Innovation In a scruffy office in midtown Manhattan, a team of 30 artificialintelligence programmers is trying to simulate the brains of an eminent sexologist, a well-known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagics software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagics prospects are hard to gauge (in ten years time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re- engineered have been (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal- Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of todays merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chernin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. past, if It is easier for ideas to thrive outside big firms these days. In the a clever scientist had an idea he wanted to commercialize, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But many others worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas inhouse. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurship devolving power and setting up internal ideas- factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behavior needed to deal with disruptive technologies. Hence the fashion for cannibalization setting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another sceptical note is sounded by Amar Bhide, a colleague of Mr. Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr. Sanders had to discredit the view that jobs working on new products were for those who couldnt hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firms current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a form of disposable underwear for menstruating women. Will all this creative destruction, cannibalization and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBMthough, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | New idea holder had already been known to take it to small company in the past. | c |
id_1724 | Company Innovation In a scruffy office in midtown Manhattan, a team of 30 artificialintelligence programmers is trying to simulate the brains of an eminent sexologist, a well-known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagics software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagics prospects are hard to gauge (in ten years time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re- engineered have been (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal- Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of todays merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chernin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. past, if It is easier for ideas to thrive outside big firms these days. In the a clever scientist had an idea he wanted to commercialize, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But many others worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas inhouse. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurship devolving power and setting up internal ideas- factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behavior needed to deal with disruptive technologies. Hence the fashion for cannibalization setting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another sceptical note is sounded by Amar Bhide, a colleague of Mr. Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr. Sanders had to discredit the view that jobs working on new products were for those who couldnt hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firms current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a form of disposable underwear for menstruating women. Will all this creative destruction, cannibalization and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBMthough, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | Umagic is the most successful innovative company in this new field. | n |
id_1725 | Company Innovation In a scruffy office in midtown Manhattan, a team of 30 artificialintelligence programmers is trying to simulate the brains of an eminent sexologist, a well-known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagics software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagics prospects are hard to gauge (in ten years time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re- engineered have been (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal- Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of todays merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chernin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. past, if It is easier for ideas to thrive outside big firms these days. In the a clever scientist had an idea he wanted to commercialize, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But many others worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas inhouse. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurship devolving power and setting up internal ideas- factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behavior needed to deal with disruptive technologies. Hence the fashion for cannibalization setting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another sceptical note is sounded by Amar Bhide, a colleague of Mr. Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr. Sanders had to discredit the view that jobs working on new products were for those who couldnt hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firms current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a form of disposable underwear for menstruating women. Will all this creative destruction, cannibalization and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBMthough, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | Amazon and Wal-Mart exchanged their innovation experience. | n |
id_1726 | Company Innovation In a shabby office in downtown Manhattan, a group of 30 AI (artificial intelligence) programmers from Umagic are attempting to mimic the brains of a famous sexologist, a celebrated dietitian, a popular fitness coach and a bunch of other specialists, Umagic Systems is an up-and-coming firm, which sets up websites that enable their clients to seek advice from the virtual versions of those figures. The users put in all the information regarding themselves and their objectives; then its Umagics job to give advice, that a star expert would give. Even though the neuroses of American consumers have always been a marketing focus, the future of Umagic is difficult to predict (who knows what itll be like in ten years? Asking a computer about your sex life might be either normal or crazy). However, companies such as Umagic are starting to intimidate major American firms, because these young companies regard the half-crazy creative ideas as the portal to their triumph in the future. Innovation has established itself as the catchword of American business management. Enterprises have realised that they are running out of things that can be outsourced or re-engineered (worryingly, by their competitors too). Winners of todays American business tend to be companies with innovative powers such as Dell, Amazon and Wal-Mart, which have come up with concepts or goods that have reshaped their industries. According to a new book by two consultants from Arthur D. Little, during the last 15 years, the top 20% of firms in Fortune magazines annual innovation survey have attained twice as much the shareholder returns as their peers. The desperate search for new ideas is the stimulus for a large part of todays merger boom. The same goes for the money spent on licensing and purchasing others intellectual property. Based on the statistics from Pasadena-based Patent & Licence Exchange, trade volume in intangible assets in America has gone up from $15 billion in 1990 to $100 billion in 1998, with small firms and individuals taking up an increasing share of the rewards. And that terrifies big companies: it appears that innovative work is incompatible with them. Some major famous companies that are always known for innovative ideas, such as 3M, Procter & Gamble, and Rubbermaid, have recently had dry spells. Peter Chernin, who runs the Fox TV and film empire for News Corporation, points out that In the management of creativity, size is your enemy. Its impossible for someone whos managing 20 movies to be as involved as someone doing 5. Therefore, he has tried to divide the studio into smaller parts, disregarding the risk of higher expenses. Nowadays, ideas are more likely to prosper outside big companies. In the old days, when a brilliant scientist came up with an idea and wanted to make money out of it, he would take it to a big company first. But now, with all this cheap venture capital around, he would probably want to commercialise it by himself. So far, Umagic has already raised $5m and is on its way to another $25m. Even in the case of capital-intensive businesses like pharmaceuticals, entrepreneurs have the option to conduct early-stage research and sell out to the big firms when theyre faced with costly, risky clinical trials. Approximately 1/3 of drug firms total revenue is now from licensed-in technology. Some of the major enterprises such as General Electric and Cisco have been impressively triumphant when it comes to snatching and incorporating small companies scores. However, other grants are concerned about the money they have to spend and the way to keep those geniuses who generated the idea. It is the dream of everyone to develop more ideas within their organisations. Proctor & Gamble is currently switching their entire business focus from countries to products; one of the goals is to get the whole company to accept the innovations. In other places, the craving for innovation has caused a frenzy for entrepreneurship, transferring power by establishing internal idea-workshops and tracking inventory so that the talent will stay. Some people dont believe that this kind of restructuring is sufficient. Clayton Christensen argues in their new book that big firms many advantages, such as taking care of their existing customers, can get in the way of the innovative behaviour that is necessary for handling disruptive technologies. Thats why theres been the trend of cannibalisation, which brings about businesses that will confront and jeopardise the existing ones. For example, Bank One has set up Wingspan, which is an online bank that in fact competes with its actual branches. Theres no denying that innovation is a big deal. However, do major firms have to be this pessimistic? According to a recent survey of the top 50 innovations in America by Industry Week, ideas are equally likely to come from both big and small companies. Big companies can adopt new ideas when they are mature enough and the risks and rewards have become more quantifiable. | Amazon and Wal-Mart exchanged their innovation experience. | n |
id_1727 | Company Innovation In a shabby office in downtown Manhattan, a group of 30 AI (artificial intelligence) programmers from Umagic are attempting to mimic the brains of a famous sexologist, a celebrated dietitian, a popular fitness coach and a bunch of other specialists, Umagic Systems is an up-and-coming firm, which sets up websites that enable their clients to seek advice from the virtual versions of those figures. The users put in all the information regarding themselves and their objectives; then its Umagics job to give advice, that a star expert would give. Even though the neuroses of American consumers have always been a marketing focus, the future of Umagic is difficult to predict (who knows what itll be like in ten years? Asking a computer about your sex life might be either normal or crazy). However, companies such as Umagic are starting to intimidate major American firms, because these young companies regard the half-crazy creative ideas as the portal to their triumph in the future. Innovation has established itself as the catchword of American business management. Enterprises have realised that they are running out of things that can be outsourced or re-engineered (worryingly, by their competitors too). Winners of todays American business tend to be companies with innovative powers such as Dell, Amazon and Wal-Mart, which have come up with concepts or goods that have reshaped their industries. According to a new book by two consultants from Arthur D. Little, during the last 15 years, the top 20% of firms in Fortune magazines annual innovation survey have attained twice as much the shareholder returns as their peers. The desperate search for new ideas is the stimulus for a large part of todays merger boom. The same goes for the money spent on licensing and purchasing others intellectual property. Based on the statistics from Pasadena-based Patent & Licence Exchange, trade volume in intangible assets in America has gone up from $15 billion in 1990 to $100 billion in 1998, with small firms and individuals taking up an increasing share of the rewards. And that terrifies big companies: it appears that innovative work is incompatible with them. Some major famous companies that are always known for innovative ideas, such as 3M, Procter & Gamble, and Rubbermaid, have recently had dry spells. Peter Chernin, who runs the Fox TV and film empire for News Corporation, points out that In the management of creativity, size is your enemy. Its impossible for someone whos managing 20 movies to be as involved as someone doing 5. Therefore, he has tried to divide the studio into smaller parts, disregarding the risk of higher expenses. Nowadays, ideas are more likely to prosper outside big companies. In the old days, when a brilliant scientist came up with an idea and wanted to make money out of it, he would take it to a big company first. But now, with all this cheap venture capital around, he would probably want to commercialise it by himself. So far, Umagic has already raised $5m and is on its way to another $25m. Even in the case of capital-intensive businesses like pharmaceuticals, entrepreneurs have the option to conduct early-stage research and sell out to the big firms when theyre faced with costly, risky clinical trials. Approximately 1/3 of drug firms total revenue is now from licensed-in technology. Some of the major enterprises such as General Electric and Cisco have been impressively triumphant when it comes to snatching and incorporating small companies scores. However, other grants are concerned about the money they have to spend and the way to keep those geniuses who generated the idea. It is the dream of everyone to develop more ideas within their organisations. Proctor & Gamble is currently switching their entire business focus from countries to products; one of the goals is to get the whole company to accept the innovations. In other places, the craving for innovation has caused a frenzy for entrepreneurship, transferring power by establishing internal idea-workshops and tracking inventory so that the talent will stay. Some people dont believe that this kind of restructuring is sufficient. Clayton Christensen argues in their new book that big firms many advantages, such as taking care of their existing customers, can get in the way of the innovative behaviour that is necessary for handling disruptive technologies. Thats why theres been the trend of cannibalisation, which brings about businesses that will confront and jeopardise the existing ones. For example, Bank One has set up Wingspan, which is an online bank that in fact competes with its actual branches. Theres no denying that innovation is a big deal. However, do major firms have to be this pessimistic? According to a recent survey of the top 50 innovations in America by Industry Week, ideas are equally likely to come from both big and small companies. Big companies can adopt new ideas when they are mature enough and the risks and rewards have become more quantifiable. | In the past, the originators of new ideas took them to small companies | c |
id_1728 | Company Innovation In a shabby office in downtown Manhattan, a group of 30 AI (artificial intelligence) programmers from Umagic are attempting to mimic the brains of a famous sexologist, a celebrated dietitian, a popular fitness coach and a bunch of other specialists, Umagic Systems is an up-and-coming firm, which sets up websites that enable their clients to seek advice from the virtual versions of those figures. The users put in all the information regarding themselves and their objectives; then its Umagics job to give advice, that a star expert would give. Even though the neuroses of American consumers have always been a marketing focus, the future of Umagic is difficult to predict (who knows what itll be like in ten years? Asking a computer about your sex life might be either normal or crazy). However, companies such as Umagic are starting to intimidate major American firms, because these young companies regard the half-crazy creative ideas as the portal to their triumph in the future. Innovation has established itself as the catchword of American business management. Enterprises have realised that they are running out of things that can be outsourced or re-engineered (worryingly, by their competitors too). Winners of todays American business tend to be companies with innovative powers such as Dell, Amazon and Wal-Mart, which have come up with concepts or goods that have reshaped their industries. According to a new book by two consultants from Arthur D. Little, during the last 15 years, the top 20% of firms in Fortune magazines annual innovation survey have attained twice as much the shareholder returns as their peers. The desperate search for new ideas is the stimulus for a large part of todays merger boom. The same goes for the money spent on licensing and purchasing others intellectual property. Based on the statistics from Pasadena-based Patent & Licence Exchange, trade volume in intangible assets in America has gone up from $15 billion in 1990 to $100 billion in 1998, with small firms and individuals taking up an increasing share of the rewards. And that terrifies big companies: it appears that innovative work is incompatible with them. Some major famous companies that are always known for innovative ideas, such as 3M, Procter & Gamble, and Rubbermaid, have recently had dry spells. Peter Chernin, who runs the Fox TV and film empire for News Corporation, points out that In the management of creativity, size is your enemy. Its impossible for someone whos managing 20 movies to be as involved as someone doing 5. Therefore, he has tried to divide the studio into smaller parts, disregarding the risk of higher expenses. Nowadays, ideas are more likely to prosper outside big companies. In the old days, when a brilliant scientist came up with an idea and wanted to make money out of it, he would take it to a big company first. But now, with all this cheap venture capital around, he would probably want to commercialise it by himself. So far, Umagic has already raised $5m and is on its way to another $25m. Even in the case of capital-intensive businesses like pharmaceuticals, entrepreneurs have the option to conduct early-stage research and sell out to the big firms when theyre faced with costly, risky clinical trials. Approximately 1/3 of drug firms total revenue is now from licensed-in technology. Some of the major enterprises such as General Electric and Cisco have been impressively triumphant when it comes to snatching and incorporating small companies scores. However, other grants are concerned about the money they have to spend and the way to keep those geniuses who generated the idea. It is the dream of everyone to develop more ideas within their organisations. Proctor & Gamble is currently switching their entire business focus from countries to products; one of the goals is to get the whole company to accept the innovations. In other places, the craving for innovation has caused a frenzy for entrepreneurship, transferring power by establishing internal idea-workshops and tracking inventory so that the talent will stay. Some people dont believe that this kind of restructuring is sufficient. Clayton Christensen argues in their new book that big firms many advantages, such as taking care of their existing customers, can get in the way of the innovative behaviour that is necessary for handling disruptive technologies. Thats why theres been the trend of cannibalisation, which brings about businesses that will confront and jeopardise the existing ones. For example, Bank One has set up Wingspan, which is an online bank that in fact competes with its actual branches. Theres no denying that innovation is a big deal. However, do major firms have to be this pessimistic? According to a recent survey of the top 50 innovations in America by Industry Week, ideas are equally likely to come from both big and small companies. Big companies can adopt new ideas when they are mature enough and the risks and rewards have become more quantifiable. | IBM failed to understand Umagics proposal of a new idea. | n |
id_1729 | Company Innovation In a shabby office in downtown Manhattan, a group of 30 AI (artificial intelligence) programmers from Umagic are attempting to mimic the brains of a famous sexologist, a celebrated dietitian, a popular fitness coach and a bunch of other specialists, Umagic Systems is an up-and-coming firm, which sets up websites that enable their clients to seek advice from the virtual versions of those figures. The users put in all the information regarding themselves and their objectives; then its Umagics job to give advice, that a star expert would give. Even though the neuroses of American consumers have always been a marketing focus, the future of Umagic is difficult to predict (who knows what itll be like in ten years? Asking a computer about your sex life might be either normal or crazy). However, companies such as Umagic are starting to intimidate major American firms, because these young companies regard the half-crazy creative ideas as the portal to their triumph in the future. Innovation has established itself as the catchword of American business management. Enterprises have realised that they are running out of things that can be outsourced or re-engineered (worryingly, by their competitors too). Winners of todays American business tend to be companies with innovative powers such as Dell, Amazon and Wal-Mart, which have come up with concepts or goods that have reshaped their industries. According to a new book by two consultants from Arthur D. Little, during the last 15 years, the top 20% of firms in Fortune magazines annual innovation survey have attained twice as much the shareholder returns as their peers. The desperate search for new ideas is the stimulus for a large part of todays merger boom. The same goes for the money spent on licensing and purchasing others intellectual property. Based on the statistics from Pasadena-based Patent & Licence Exchange, trade volume in intangible assets in America has gone up from $15 billion in 1990 to $100 billion in 1998, with small firms and individuals taking up an increasing share of the rewards. And that terrifies big companies: it appears that innovative work is incompatible with them. Some major famous companies that are always known for innovative ideas, such as 3M, Procter & Gamble, and Rubbermaid, have recently had dry spells. Peter Chernin, who runs the Fox TV and film empire for News Corporation, points out that In the management of creativity, size is your enemy. Its impossible for someone whos managing 20 movies to be as involved as someone doing 5. Therefore, he has tried to divide the studio into smaller parts, disregarding the risk of higher expenses. Nowadays, ideas are more likely to prosper outside big companies. In the old days, when a brilliant scientist came up with an idea and wanted to make money out of it, he would take it to a big company first. But now, with all this cheap venture capital around, he would probably want to commercialise it by himself. So far, Umagic has already raised $5m and is on its way to another $25m. Even in the case of capital-intensive businesses like pharmaceuticals, entrepreneurs have the option to conduct early-stage research and sell out to the big firms when theyre faced with costly, risky clinical trials. Approximately 1/3 of drug firms total revenue is now from licensed-in technology. Some of the major enterprises such as General Electric and Cisco have been impressively triumphant when it comes to snatching and incorporating small companies scores. However, other grants are concerned about the money they have to spend and the way to keep those geniuses who generated the idea. It is the dream of everyone to develop more ideas within their organisations. Proctor & Gamble is currently switching their entire business focus from countries to products; one of the goals is to get the whole company to accept the innovations. In other places, the craving for innovation has caused a frenzy for entrepreneurship, transferring power by establishing internal idea-workshops and tracking inventory so that the talent will stay. Some people dont believe that this kind of restructuring is sufficient. Clayton Christensen argues in their new book that big firms many advantages, such as taking care of their existing customers, can get in the way of the innovative behaviour that is necessary for handling disruptive technologies. Thats why theres been the trend of cannibalisation, which brings about businesses that will confront and jeopardise the existing ones. For example, Bank One has set up Wingspan, which is an online bank that in fact competes with its actual branches. Theres no denying that innovation is a big deal. However, do major firms have to be this pessimistic? According to a recent survey of the top 50 innovations in America by Industry Week, ideas are equally likely to come from both big and small companies. Big companies can adopt new ideas when they are mature enough and the risks and rewards have become more quantifiable. | Umagic is the most successful innovative company in this new field. | c |
id_1730 | Company Innovation. IN A scruffy office in midtown Manhattan, a team of 30 artificial-intelligence programmers is trying to simulate the brains of an eminent sexologist, a well- known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagic's software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagic's prospects are hard to gauge (in ten years' time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re-engineered havebeen (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal-Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of today's merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others' intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chemin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. It is easier for ideas to thrive outside big firms these days. In the past, if a clever scientist had an idea he wanted to commercialise, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms' total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But manyothers T ^ worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas in-house. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurshipdevolving power and setting up internal ideas-factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behaviour needed to deal with disruptive technologies. Hence the fashion for cannibalisationsetting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. H. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another skeptical note is sounded by Amar Bhide, a colleague of Mr Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr Sanders had to discredit the view that jobs working on new products were for those who couldn't hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firm's current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a formof disposable underwear for menstruating women. Will all this creative destruction, cannibalisation and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBM though, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | New idea holder had already been known to take it to small company in the past. | c |
id_1731 | Company Innovation. IN A scruffy office in midtown Manhattan, a team of 30 artificial-intelligence programmers is trying to simulate the brains of an eminent sexologist, a well- known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagic's software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagic's prospects are hard to gauge (in ten years' time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re-engineered havebeen (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal-Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of today's merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others' intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chemin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. It is easier for ideas to thrive outside big firms these days. In the past, if a clever scientist had an idea he wanted to commercialise, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms' total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But manyothers T ^ worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas in-house. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurshipdevolving power and setting up internal ideas-factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behaviour needed to deal with disruptive technologies. Hence the fashion for cannibalisationsetting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. H. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another skeptical note is sounded by Amar Bhide, a colleague of Mr Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr Sanders had to discredit the view that jobs working on new products were for those who couldn't hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firm's current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a formof disposable underwear for menstruating women. Will all this creative destruction, cannibalisation and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBM though, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | IBM failed to understand Umagic's proposal of one new idea. | e |
id_1732 | Company Innovation. IN A scruffy office in midtown Manhattan, a team of 30 artificial-intelligence programmers is trying to simulate the brains of an eminent sexologist, a well- known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagic's software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagic's prospects are hard to gauge (in ten years' time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re-engineered havebeen (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal-Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of today's merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others' intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chemin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. It is easier for ideas to thrive outside big firms these days. In the past, if a clever scientist had an idea he wanted to commercialise, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms' total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But manyothers T ^ worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas in-house. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurshipdevolving power and setting up internal ideas-factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behaviour needed to deal with disruptive technologies. Hence the fashion for cannibalisationsetting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. H. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another skeptical note is sounded by Amar Bhide, a colleague of Mr Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr Sanders had to discredit the view that jobs working on new products were for those who couldn't hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firm's current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a formof disposable underwear for menstruating women. Will all this creative destruction, cannibalisation and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBM though, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | Amazon and Wal-Mart exchanged their innovation experience. | n |
id_1733 | Company Innovation. IN A scruffy office in midtown Manhattan, a team of 30 artificial-intelligence programmers is trying to simulate the brains of an eminent sexologist, a well- known dietician, a celebrity fitness trainer and several other experts. Umagic Systems is a young firm, setting up websites that will allow clients to consult the virtual versions of these personalities. Subscribers will feed in details about themselves and their goals; Umagic's software will come up with the advice that the star expert would give. Although few people have lost money betting on the neuroses of the American consumer, Umagic's prospects are hard to gauge (in ten years' time, consulting a computer about your sex life might seem natural, or it might seem absurd). But the company and others like it are beginning to spook large American firms, because they see such half-barmy innovative ideas as the key to their own future success. Innovation has become the buzz-word of American management. Firms have found that most of the things that can be outsourced or re-engineered havebeen (worryingly, by their competitors as well). The stars of American business tend today to be innovators such as Dell, Amazon and Wal-Mart, which have produced ideas or products that have changed their industries. A new book by two consultants from Arthur D. Little records that, over the past 15 years, the top 20% of firms in an annual innovation poll by Fortune magazine have achieved double the shareholder returns of their peers. Much of today's merger boom is driven by a desperate search for new ideas. So is the fortune now spent on licensing and buying others' intellectual property. According to the Pasadena-based Patent & Licence Exchange, trading in intangible assets in the United States has risen from $15 billion in 1990 to $100 billion in 1998, with an increasing proportion of the rewards going to small firms and individuals. And therein lies the terror for big companies: that innovation seems to work best outside them. Several big established ideas factories, including 3M, Procter & Gamble and Rubbermaid, have had dry spells recently. Gillette spent ten years and $1 billion developing its new Mach 3 razor; it took a British supermarket only a year or so to produce a reasonable imitation. In the management of creativity, size is your enemy, argues Peter Chemin, who runs the Fox TV and film empire for News Corporation. One person managing 20 movies is never going to be as involved as one doing five movies. He has thus tried to break down the studio into smaller unitseven at the risk of incurring higher costs. It is easier for ideas to thrive outside big firms these days. In the past, if a clever scientist had an idea he wanted to commercialise, he would take it first to a big company. Now, with plenty of cheap venture capital, he is more likely to set up on his own. Umagic has already raised $5m and is about to raise $25m more. Even in capital-intensive businesses such as pharmaceuticals, entrepreneurs can conduct early-stage research, selling out to the big firms when they reach expensive, risky clinical trials. Around a third of drug firms' total revenue now comes from licensed-in technology. Some giants, including General Electric and Cisco, have been remarkably successful at snapping up and integrating scores of small companies. But manyothers T ^ worry about the prices they have to pay and the difficulty in hanging on to the talent that dreamt up the idea. Everybody would like to develop more ideas in-house. Procter & Gamble is now shifting its entire business focus from countries to products; one aim is to get innovations accepted across the company. Elsewhere, the search for innovation has led to a craze for intrapreneurshipdevolving power and setting up internal ideas-factories and tracking stocks so that talented staff will not leave. Some people think that such restructuring is not enough. In a new book Clayton Christensen argues that many things which established firms do well, such as looking after their current customers, can hinder the sort of innovative behaviour needed to deal with disruptive technologies. Hence the fashion for cannibalisationsetting up businesses that will actually fight your existing ones. Bank One, for instance, has established Wingspan, an Internet bank that competes with its real branches (see article). Jack Welchs Internet initiative at General Electric is called Destroyyourbusiness. com. H. Nobody could doubt that innovation matters. But need large firms be quite so pessimistic? A recent survey of the top 50 innovations in America, by Industry Week, a journal, suggested that ideas are as likely to come from big firms as from small ones. Another skeptical note is sounded by Amar Bhide, a colleague of Mr Christensens at the Harvard Business School and the author of another book on entrepreneurship. Rather than having to reinvent themselves, big companies, he believes, should concentrate on projects with high costs and low uncertainty, leaving those with low costs and high uncertainty to small entrepreneurs. As ideas mature and the risks and rewards become more quantifiable, big companies can adopt them. At Kimberly-Clark, Mr Sanders had to discredit the view that jobs working on new products were for those who couldn't hack it in the real business. He has tried to change the culture not just by preaching fuzzy concepts but also by introducing hard incentives, such as increasing the rewards for those who come up with successful new ideas and, particularly, not punishing those whose experiments fail. The genesis of one of the firm's current hits, Depend, a more dignified incontinence garment, lay in a previous miss, Kotex Personals, a formof disposable underwear for menstruating women. Will all this creative destruction, cannibalisation and culture tweaking make big firms more creative? David Post, the founder of Umagic, is sceptical: The only successful intrapreneurs are ones who leave and become entrepreneurs. He also recalls with glee the looks of total incomprehension when he tried to hawk his virtual experts idea three years ago to the idea labs of firms such as IBM though, as he cheerfully adds, of course, they could have been right. Innovation unlike, apparently, sex, parenting and fitness is one area where a computer cannot tell you what to do. | Umagic is the most successful innovative company in this new field. | n |
id_1734 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | Employees dealing with external visitors should wear smart-casual attire. | c |
id_1735 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | Sturdy footwear is compulsory for warehouse workers. | e |
id_1736 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | Employees who come into contact with customers must not have visible tattoos. | e |
id_1737 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | Machine operators must remove all jewellery. | c |
id_1738 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | Clothing should always be clean and pressed | e |
id_1739 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | The company wants its workers to wear comfortable clothes. | e |
id_1740 | Company dress code policy Policy Statement Employees are representatives of the company and should dress appropriately. Ii is recognised that employees dealing with customers should dress accordingly, whereas those working in the office, laboratories or warehouses should dress in a manner consistent with the nature of their work and Health and Safety regulations. Dress Code Requirements An employees schedule of duties should largely determine his or her work attire. The companys objective is to allow employees to work comfortably, so smart-casual attire is the standard except in the following circumstance: When employees me meeting with clients, community visitors of interviewing candidates, in order to project a professional image, they should dress in a conventional business like manner. Employees must abide by the safety procedures of their department and wear whatever protective clothing and/ or safety equipment is necessary In the Laboratory Long-sleeved shirts and trousers offer the best protection. Shorts and short skirts do not give adequate protection to your legs Loose-fitting clothing and long hair may create a fire hazard when burners are in use: loose-fitting clothing is unacceptable but long hair can be secured with a rubber band Sandals and open-toed shoes are not suitable footwear Clothing such as ties, scarves and long jewellery which could droop in chemicals or a flame, should be removed Hair spray is highly flammable and should not be used before entering the lab Synthetic fingernails are also highly flammable and therefore not permissible In the warehouse Dress core for warehouse employees are also based on safety concerns; thus the requirement for steel-toes boots and durable trousers (jeans are acceptable) or overalls. Workers may wear T-shirts as long as they conform to the rules. Inappropriate clothing Sport-related clothing including T-shirt or ties with a slogan or club insignia T-shirts or tops displaying offensive pictures or bad language Revealing clothing that exposes too much cleavage, your back, chest, feet, stomach or your underwear Wrinkled, torn, dirty or frayed clothing Some common issues piercing, tattoos, hairstyle, jewellery Any jewellery that could pose a safety hazard for employees operating machinery must be removed Employees wearing a business standard of dress may be asked to remove certain piercings (such as nose and eyebrow rings) and cover up tattoos Hairstyles should always be tidy and hair should never hang over the eyes All employees of the company should adhere to the dress code policy at all times. | Lab workers must keep dwelt fingernails short. | n |
id_1741 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | All company expenses can only be paid at the end of every three months. | c |
id_1742 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | Employees cannot claim taxi expenses for their customers when entertaining. | n |
id_1743 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | Employees cannot claim back any money on their personal cell phone contract, even when they use it for company purposes. | e |
id_1744 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | Employees can claim some money back on their own home Internet connection if they use it sometimes for work purposes. | e |
id_1745 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | Employees can only claim for using their car when the company cars are not available. | n |
id_1746 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | Employees can claim for food when staying at a hotel on company business. | e |
id_1747 | Company expenses Information for Employees Expenses are paid back to employees every quarter. Fill out digitally the expenses form, which is available in the company forms section on the shared drive of your computer. Send the expenses form to your line manager by email. Take all the relevant receipts for your expenses and place them in an envelope, which you must give to your line manager. Make sure your name and date references are on the outside of the envelope. Please keep a digital copy of the form that you send your line manager. We do not expect you to shoulder a financial burden for us. If you find that you are paying out of your own pocket more money than your personal finances can deal with, please get in contact with your line manager immediately and he/she will ensure that you are repaid immediately. Travel You can claim expenses for all your legitimate business travel, including when you travel to a temporary workplace. Examples of items you can claim for while on company business: Travel on planes, buses, ferries and taxis Parking, congestion charges, travel tolls Hotel bills and meals Subsistence expenses (such as eating away from your usual workplace) An amount per kilometre using your own vehicle this amount changes periodically $30 incidental expenses per day on day trips $60 incidental expenses per day on overnight trips You cannot claim expenses for travel to and from your living place and usual office location. Telephones and Internet If you ever use your home phone or mobile for company business, you can claim the cost of these calls. You cannot claim the cost of rental or contract respectively, as this will be treated as a benefit in kind on which you will pay tax. If you use your own Internet connection, then you may only claim a proportion of the bill based on your company usage. Entertainment This can be a problematic area for the company when we make deductions against corporation tax Expenses related to entertaining are allowed if they meet the following criteria: You are entertaining customers or potential customers None of your family or friends is present If the entertaining is not Just a social event You may be asked for details of any entertaining you claim for. Please try and acquire receipts for any items for which you plan to claim. The company can reimburse you for some expenses without receipts, but we try and keep this to a minimum. | No expenses can be paid without production of the relevant receipt. | c |
id_1748 | Competition between television channel providers to broadcast movies is fierce. The following information has been gathered by the UK Competition Commission, who investigated the acquisition of movie rights by a number of leading broadcasters in the UK. The Commission found that competition is limited by the dominant provider, SKY TV. Competing companies, such as British Telecom and Virgin Cable, are currently unable to invest the same amount into the acquisition of movie rights without placing themselves in financial jeopardy. This allows the dominant channel provider to charge larger amounts as there is no fear of being under-sold by a competitor. In this way, pay-per view movies are currently more expensive than they might otherwise be. | British Telecom and Virgin Cable have fewer of subscribers than SKY TV. | n |
id_1749 | Competition between television channel providers to broadcast movies is fierce. The following information has been gathered by the UK Competition Commission, who investigated the acquisition of movie rights by a number of leading broadcasters in the UK. The Commission found that competition is limited by the dominant provider, SKY TV. Competing companies, such as British Telecom and Virgin Cable, are currently unable to invest the same amount into the acquisition of movie rights without placing themselves in financial jeopardy. This allows the dominant channel provider to charge larger amounts as there is no fear of being under-sold by a competitor. In this way, pay-per view movies are currently more expensive than they might otherwise be. | The Competition Commission looks at all broadcasters in the UK. | c |
id_1750 | Competition between television channel providers to broadcast movies is fierce. The following information has been gathered by the UK Competition Commission, who investigated the acquisition of movie rights by a number of leading broadcasters in the UK. The Commission found that competition is limited by the dominant provider, SKY TV. Competing companies, such as British Telecom and Virgin Cable, are currently unable to invest the same amount into the acquisition of movie rights without placing themselves in financial jeopardy. This allows the dominant channel provider to charge larger amounts as there is no fear of being under-sold by a competitor. In this way, pay-per view movies are currently more expensive than they might otherwise be. | Pay-per view movies are less popular than they may otherwise be. | n |
id_1751 | Competition between television channel providers to broadcast movies is fierce. The following information has been gathered by the UK Competition Commission, who investigated the acquisition of movie rights by a number of leading broadcasters in the UK. The Commission found that competition is limited by the dominant provider, SKY TV. Competing companies, such as British Telecom and Virgin Cable, are currently unable to invest the same amount into the acquisition of movie rights without placing themselves in financial jeopardy. This allows the dominant channel provider to charge larger amounts as there is no fear of being under-sold by a competitor. In this way, pay-per view movies are currently more expensive than they might otherwise be. | SKY TV is currently the dominant provider and can limit competition. | e |
id_1752 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organisation. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organisation might make. | Planners can only sustain superior performance for their organisation by doing competitor analysis. | n |
id_1753 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organisation. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organisation might make. | it is not always apparent to organisations who their competitors are. | n |
id_1754 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organisation. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organisation might make. | Effective competitor analysis involves looking into the future. | e |
id_1755 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organisation. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organisation might make. | it is easier to establish where competition currently stems from, rather than where it might stem from in the future. | n |
id_1756 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organization. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors` present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organization might make. | Effective competitor analysis involves looking into the future. | e |
id_1757 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organization. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors` present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organization might make. | It is easier to establish where competition currently stems from, rather than where it might stem from in the future. | n |
id_1758 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organization. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors` present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organization might make. | It is not always apparent to organizations who their competitors are. | n |
id_1759 | Competitor analysis involves the examination of competitors in order that the planner can develop and sustain superior competitive performance for the organization. This statement belies the fact that in order to do this one must first establish from where the competition currently stems and from where it might stem in the future. One also has to consider and appraise competitors` present and likely future objectives and strategies, and their likely reactions to the competitive moves that an organization might make. | Planners can only sustain superior performance for their organization by doing competitor analysis. | n |
id_1760 | Complaints from customers who feel they have received poor service from any of our telesales staff must be forwarded to the Sales Manager or her assistant. The remaining complaints about incorrect invoices must be sent to the Finance Manager, unless the value of the error is greater than $10,000, in which case the complaint should be redirected to the Finance Director. These procedures have been implemented to improve the former state of affairs, whereby no-one was directly accountable for handling complaints, and problems often had to be resolved by the Managing Director. | Previously, no-one had official responsibility for dealing with complaints. | n |
id_1761 | Complaints from customers who feel they have received poor service from any of our telesales staff must be forwarded to the Sales Manager or her assistant. The remaining complaints about incorrect invoices must be sent to the Finance Manager, unless the value of the error is greater than $10,000, in which case the complaint should be redirected to the Finance Director. These procedures have been implemented to improve the former state of affairs, whereby no-one was directly accountable for handling complaints, and problems often had to be resolved by the Managing Director. | Most customer complaints are concerned with the invoicing procedure. | n |
id_1762 | Compliance or Noncompliance for children Many Scientists believe that socialization takes a long process, while compliance is the outset of it. Accordingly, compliance for education of children is the priority. Motivationally distinct forms of child compliance, mutually positive affect, and maternal control, observed in 3 control contexts in 103 dyads of mothers and their 26-41-month-old children, were examined as correlates of internalization, assessed using observations of children while alone with prohibited temptations and maternal ratings. One form of compliance (committed compliance), when the child appeared committed wholeheartedly to the maternal agenda and eager to endorse and accept it, was emphasized. Mother-child mutually positive affect was both a predictor and a concomitant of committed compliance. Children who shared positive affect with their mothers showed a high level of committed compliance and were also more internalized. Differences and similarities between childrens compliance to requests and prohibitions (Do vs. Dont demand contexts) were also explored. Maternal Dos appeared more challenging to toddlers than the Donts. Some individual coherence of behavior was also found across both demand contexts. The implications of committed compliance for emerging internalized regulators of conduct are discussed. A number of parents were not easy to be aware of the compliance, some even overlooked their childrens noncompliance. Despite good education, these children did not follow the words from their parents on several occasion especially boys in certain ages. Fortunately, this rate was acceptable; some parents could be patient with the noncompliance. . Someone held that noncompliance is probably not a wrong thing. In order to determine the effects of different parental disciplinary techniques on young childrens compliance and noncompliance, mothers were trained to observe emotional incidents involving their own toddler-aged children. Reports of disciplinary encounters were analyzed in terms of the types of discipline used (reasoning, verbal prohibition, physical coercion, love withdrawal, and combinations thereof) and childrens responses to that discipline (compliance/ noncompliance and avoidance). The relation between compliance/ noncompliance and type of misdeed (harm to persons, harm to property, and lapses of self-control) was also analyzed. Results indicated that love withdrawal combined with other techniques was most effective in securing childrens compliance and that its effectiveness was not a function of the type of technique with which it was combined. Avoidant responses and affective reunification with the parent were more likely to follow love withdrawal than any other technique. Physical coercion was somewhat less effective than love withdrawal, while reasoning and verbal prohibition were not at all effective except when both were combined with physical coercion. Noncompliant Children sometimes prefer to say no directly as they were younger, they are easy to deal with the relationship with contemporaries. when they are growing up . During the period that children is getting elder, who may learn to use more advanced approaches for their noncompliance. They are more skillful to negotiate or give reasons for refusal rather than show their opposite idea to parents directly/ Said Henry Porter, scholar working in Psychology Institute of UK. He indicated that noncompliance means growth in some way, may have benefit for children. Many Experts held different viewpoints in recent years, they tried drilling compliance into children. His collaborator Wallace Freisen believed that Organizing childs daily activities so that they occur in the same order each day as much as possible. This first strategy for defiant children is ultimately the most important. Developing a routine helps a child to know what to expect and increases the chances that he or she will comply with things such as chores, homework, and hygiene requests. When undesirable activities occur in the same order at optimal times during the day, they become habits that are not questioned, but done without thought. Chances are that you have developed some type of routine for yourself in terms of showering, cleaning your house, or doing other types of work. You have an idea in your mind when you will do these things on a regular basis and this helps you to know what to expect. In fact, you have probably already been using most of these compliance strategies for yourself without realizing it. For children, without setting these expectations on a daily basis by making them part of a regular routine, they can become very upset. Just like adults, children think about what they plan to do that day and expect to be able to do what they want. So, when you come along and ask them to do something they werent already planning to do that day, this can result in automatic refusals and other undesirable defiant behavior. However, by using this compliance strategy with defiant children, these activities are done almost every day in the same general order and the child expects to already do them. Doctor Steven Walson addressed that organizing fun activities to occur after frequently refused activities. This strategy also works as a positive reinforcer when the child complies with your requests. By arranging your day so that things often refused occur right before highly preferred activities, you are able to eliminate defiant behavior and motivate your childs behavior of doing the undesirable activity. This is not to be presented in a way that the preferred activity is only allowed if a defiant child does the non-preferred activity. However, you can word your request in a way so that your child assumes that you have to do the non-preferred activity before moving on to the next preferred activity. For example, you do not want to say something such as, If you clean your room we can play a game. Instead word your request like this, As soon as you are done cleaning your room we will be able to play that really fun game you wanted to play. Psychologist Paul Edith insisted praise is the best way to make children to comply with. This is probably a common term you are used to hearing by now. If you praise your childs behavior, he or she will be more likely to do that behavior. So, it is essential to use praise when working with defiant children. It also provides your child with positive attention. However, it is important to know how to praise children in a way that encourages future automatic reinforcement for your child when doing a similar behavior. | Psychologist Paul Edith negated the importance that knowing how to praise children in a encouraged way. | c |
id_1763 | Compliance or Noncompliance for children Many Scientists believe that socialization takes a long process, while compliance is the outset of it. Accordingly, compliance for education of children is the priority. Motivationally distinct forms of child compliance, mutually positive affect, and maternal control, observed in 3 control contexts in 103 dyads of mothers and their 26-41-month-old children, were examined as correlates of internalization, assessed using observations of children while alone with prohibited temptations and maternal ratings. One form of compliance (committed compliance), when the child appeared committed wholeheartedly to the maternal agenda and eager to endorse and accept it, was emphasized. Mother-child mutually positive affect was both a predictor and a concomitant of committed compliance. Children who shared positive affect with their mothers showed a high level of committed compliance and were also more internalized. Differences and similarities between childrens compliance to requests and prohibitions (Do vs. Dont demand contexts) were also explored. Maternal Dos appeared more challenging to toddlers than the Donts. Some individual coherence of behavior was also found across both demand contexts. The implications of committed compliance for emerging internalized regulators of conduct are discussed. A number of parents were not easy to be aware of the compliance, some even overlooked their childrens noncompliance. Despite good education, these children did not follow the words from their parents on several occasion especially boys in certain ages. Fortunately, this rate was acceptable; some parents could be patient with the noncompliance. . Someone held that noncompliance is probably not a wrong thing. In order to determine the effects of different parental disciplinary techniques on young childrens compliance and noncompliance, mothers were trained to observe emotional incidents involving their own toddler-aged children. Reports of disciplinary encounters were analyzed in terms of the types of discipline used (reasoning, verbal prohibition, physical coercion, love withdrawal, and combinations thereof) and childrens responses to that discipline (compliance/ noncompliance and avoidance). The relation between compliance/ noncompliance and type of misdeed (harm to persons, harm to property, and lapses of self-control) was also analyzed. Results indicated that love withdrawal combined with other techniques was most effective in securing childrens compliance and that its effectiveness was not a function of the type of technique with which it was combined. Avoidant responses and affective reunification with the parent were more likely to follow love withdrawal than any other technique. Physical coercion was somewhat less effective than love withdrawal, while reasoning and verbal prohibition were not at all effective except when both were combined with physical coercion. Noncompliant Children sometimes prefer to say no directly as they were younger, they are easy to deal with the relationship with contemporaries. when they are growing up . During the period that children is getting elder, who may learn to use more advanced approaches for their noncompliance. They are more skillful to negotiate or give reasons for refusal rather than show their opposite idea to parents directly/ Said Henry Porter, scholar working in Psychology Institute of UK. He indicated that noncompliance means growth in some way, may have benefit for children. Many Experts held different viewpoints in recent years, they tried drilling compliance into children. His collaborator Wallace Freisen believed that Organizing childs daily activities so that they occur in the same order each day as much as possible. This first strategy for defiant children is ultimately the most important. Developing a routine helps a child to know what to expect and increases the chances that he or she will comply with things such as chores, homework, and hygiene requests. When undesirable activities occur in the same order at optimal times during the day, they become habits that are not questioned, but done without thought. Chances are that you have developed some type of routine for yourself in terms of showering, cleaning your house, or doing other types of work. You have an idea in your mind when you will do these things on a regular basis and this helps you to know what to expect. In fact, you have probably already been using most of these compliance strategies for yourself without realizing it. For children, without setting these expectations on a daily basis by making them part of a regular routine, they can become very upset. Just like adults, children think about what they plan to do that day and expect to be able to do what they want. So, when you come along and ask them to do something they werent already planning to do that day, this can result in automatic refusals and other undesirable defiant behavior. However, by using this compliance strategy with defiant children, these activities are done almost every day in the same general order and the child expects to already do them. Doctor Steven Walson addressed that organizing fun activities to occur after frequently refused activities. This strategy also works as a positive reinforcer when the child complies with your requests. By arranging your day so that things often refused occur right before highly preferred activities, you are able to eliminate defiant behavior and motivate your childs behavior of doing the undesirable activity. This is not to be presented in a way that the preferred activity is only allowed if a defiant child does the non-preferred activity. However, you can word your request in a way so that your child assumes that you have to do the non-preferred activity before moving on to the next preferred activity. For example, you do not want to say something such as, If you clean your room we can play a game. Instead word your request like this, As soon as you are done cleaning your room we will be able to play that really fun game you wanted to play. Psychologist Paul Edith insisted praise is the best way to make children to comply with. This is probably a common term you are used to hearing by now. If you praise your childs behavior, he or she will be more likely to do that behavior. So, it is essential to use praise when working with defiant children. It also provides your child with positive attention. However, it is important to know how to praise children in a way that encourages future automatic reinforcement for your child when doing a similar behavior. | Experts never tried drilling compliance into children. | c |
id_1764 | Compliance or Noncompliance for children Many Scientists believe that socialization takes a long process, while compliance is the outset of it. Accordingly, compliance for education of children is the priority. Motivationally distinct forms of child compliance, mutually positive affect, and maternal control, observed in 3 control contexts in 103 dyads of mothers and their 26-41-month-old children, were examined as correlates of internalization, assessed using observations of children while alone with prohibited temptations and maternal ratings. One form of compliance (committed compliance), when the child appeared committed wholeheartedly to the maternal agenda and eager to endorse and accept it, was emphasized. Mother-child mutually positive affect was both a predictor and a concomitant of committed compliance. Children who shared positive affect with their mothers showed a high level of committed compliance and were also more internalized. Differences and similarities between childrens compliance to requests and prohibitions (Do vs. Dont demand contexts) were also explored. Maternal Dos appeared more challenging to toddlers than the Donts. Some individual coherence of behavior was also found across both demand contexts. The implications of committed compliance for emerging internalized regulators of conduct are discussed. A number of parents were not easy to be aware of the compliance, some even overlooked their childrens noncompliance. Despite good education, these children did not follow the words from their parents on several occasion especially boys in certain ages. Fortunately, this rate was acceptable; some parents could be patient with the noncompliance. . Someone held that noncompliance is probably not a wrong thing. In order to determine the effects of different parental disciplinary techniques on young childrens compliance and noncompliance, mothers were trained to observe emotional incidents involving their own toddler-aged children. Reports of disciplinary encounters were analyzed in terms of the types of discipline used (reasoning, verbal prohibition, physical coercion, love withdrawal, and combinations thereof) and childrens responses to that discipline (compliance/ noncompliance and avoidance). The relation between compliance/ noncompliance and type of misdeed (harm to persons, harm to property, and lapses of self-control) was also analyzed. Results indicated that love withdrawal combined with other techniques was most effective in securing childrens compliance and that its effectiveness was not a function of the type of technique with which it was combined. Avoidant responses and affective reunification with the parent were more likely to follow love withdrawal than any other technique. Physical coercion was somewhat less effective than love withdrawal, while reasoning and verbal prohibition were not at all effective except when both were combined with physical coercion. Noncompliant Children sometimes prefer to say no directly as they were younger, they are easy to deal with the relationship with contemporaries. when they are growing up . During the period that children is getting elder, who may learn to use more advanced approaches for their noncompliance. They are more skillful to negotiate or give reasons for refusal rather than show their opposite idea to parents directly/ Said Henry Porter, scholar working in Psychology Institute of UK. He indicated that noncompliance means growth in some way, may have benefit for children. Many Experts held different viewpoints in recent years, they tried drilling compliance into children. His collaborator Wallace Freisen believed that Organizing childs daily activities so that they occur in the same order each day as much as possible. This first strategy for defiant children is ultimately the most important. Developing a routine helps a child to know what to expect and increases the chances that he or she will comply with things such as chores, homework, and hygiene requests. When undesirable activities occur in the same order at optimal times during the day, they become habits that are not questioned, but done without thought. Chances are that you have developed some type of routine for yourself in terms of showering, cleaning your house, or doing other types of work. You have an idea in your mind when you will do these things on a regular basis and this helps you to know what to expect. In fact, you have probably already been using most of these compliance strategies for yourself without realizing it. For children, without setting these expectations on a daily basis by making them part of a regular routine, they can become very upset. Just like adults, children think about what they plan to do that day and expect to be able to do what they want. So, when you come along and ask them to do something they werent already planning to do that day, this can result in automatic refusals and other undesirable defiant behavior. However, by using this compliance strategy with defiant children, these activities are done almost every day in the same general order and the child expects to already do them. Doctor Steven Walson addressed that organizing fun activities to occur after frequently refused activities. This strategy also works as a positive reinforcer when the child complies with your requests. By arranging your day so that things often refused occur right before highly preferred activities, you are able to eliminate defiant behavior and motivate your childs behavior of doing the undesirable activity. This is not to be presented in a way that the preferred activity is only allowed if a defiant child does the non-preferred activity. However, you can word your request in a way so that your child assumes that you have to do the non-preferred activity before moving on to the next preferred activity. For example, you do not want to say something such as, If you clean your room we can play a game. Instead word your request like this, As soon as you are done cleaning your room we will be able to play that really fun game you wanted to play. Psychologist Paul Edith insisted praise is the best way to make children to comply with. This is probably a common term you are used to hearing by now. If you praise your childs behavior, he or she will be more likely to do that behavior. So, it is essential to use praise when working with defiant children. It also provides your child with positive attention. However, it is important to know how to praise children in a way that encourages future automatic reinforcement for your child when doing a similar behavior. | Noncompliant Children are simple to deal with the relationship with the people in the same age when they are growing up. | e |
id_1765 | Compliance or Noncompliance for children Many Scientists believe that socialization takes a long process, while compliance is the outset of it. Accordingly, compliance for education of children is the priority. Motivationally distinct forms of child compliance, mutually positive affect, and maternal control, observed in 3 control contexts in 103 dyads of mothers and their 26-41-month-old children, were examined as correlates of internalization, assessed using observations of children while alone with prohibited temptations and maternal ratings. One form of compliance (committed compliance), when the child appeared committed wholeheartedly to the maternal agenda and eager to endorse and accept it, was emphasized. Mother-child mutually positive affect was both a predictor and a concomitant of committed compliance. Children who shared positive affect with their mothers showed a high level of committed compliance and were also more internalized. Differences and similarities between childrens compliance to requests and prohibitions (Do vs. Dont demand contexts) were also explored. Maternal Dos appeared more challenging to toddlers than the Donts. Some individual coherence of behavior was also found across both demand contexts. The implications of committed compliance for emerging internalized regulators of conduct are discussed. A number of parents were not easy to be aware of the compliance, some even overlooked their childrens noncompliance. Despite good education, these children did not follow the words from their parents on several occasion especially boys in certain ages. Fortunately, this rate was acceptable; some parents could be patient with the noncompliance. . Someone held that noncompliance is probably not a wrong thing. In order to determine the effects of different parental disciplinary techniques on young childrens compliance and noncompliance, mothers were trained to observe emotional incidents involving their own toddler-aged children. Reports of disciplinary encounters were analyzed in terms of the types of discipline used (reasoning, verbal prohibition, physical coercion, love withdrawal, and combinations thereof) and childrens responses to that discipline (compliance/ noncompliance and avoidance). The relation between compliance/ noncompliance and type of misdeed (harm to persons, harm to property, and lapses of self-control) was also analyzed. Results indicated that love withdrawal combined with other techniques was most effective in securing childrens compliance and that its effectiveness was not a function of the type of technique with which it was combined. Avoidant responses and affective reunification with the parent were more likely to follow love withdrawal than any other technique. Physical coercion was somewhat less effective than love withdrawal, while reasoning and verbal prohibition were not at all effective except when both were combined with physical coercion. Noncompliant Children sometimes prefer to say no directly as they were younger, they are easy to deal with the relationship with contemporaries. when they are growing up . During the period that children is getting elder, who may learn to use more advanced approaches for their noncompliance. They are more skillful to negotiate or give reasons for refusal rather than show their opposite idea to parents directly/ Said Henry Porter, scholar working in Psychology Institute of UK. He indicated that noncompliance means growth in some way, may have benefit for children. Many Experts held different viewpoints in recent years, they tried drilling compliance into children. His collaborator Wallace Freisen believed that Organizing childs daily activities so that they occur in the same order each day as much as possible. This first strategy for defiant children is ultimately the most important. Developing a routine helps a child to know what to expect and increases the chances that he or she will comply with things such as chores, homework, and hygiene requests. When undesirable activities occur in the same order at optimal times during the day, they become habits that are not questioned, but done without thought. Chances are that you have developed some type of routine for yourself in terms of showering, cleaning your house, or doing other types of work. You have an idea in your mind when you will do these things on a regular basis and this helps you to know what to expect. In fact, you have probably already been using most of these compliance strategies for yourself without realizing it. For children, without setting these expectations on a daily basis by making them part of a regular routine, they can become very upset. Just like adults, children think about what they plan to do that day and expect to be able to do what they want. So, when you come along and ask them to do something they werent already planning to do that day, this can result in automatic refusals and other undesirable defiant behavior. However, by using this compliance strategy with defiant children, these activities are done almost every day in the same general order and the child expects to already do them. Doctor Steven Walson addressed that organizing fun activities to occur after frequently refused activities. This strategy also works as a positive reinforcer when the child complies with your requests. By arranging your day so that things often refused occur right before highly preferred activities, you are able to eliminate defiant behavior and motivate your childs behavior of doing the undesirable activity. This is not to be presented in a way that the preferred activity is only allowed if a defiant child does the non-preferred activity. However, you can word your request in a way so that your child assumes that you have to do the non-preferred activity before moving on to the next preferred activity. For example, you do not want to say something such as, If you clean your room we can play a game. Instead word your request like this, As soon as you are done cleaning your room we will be able to play that really fun game you wanted to play. Psychologist Paul Edith insisted praise is the best way to make children to comply with. This is probably a common term you are used to hearing by now. If you praise your childs behavior, he or she will be more likely to do that behavior. So, it is essential to use praise when working with defiant children. It also provides your child with positive attention. However, it is important to know how to praise children in a way that encourages future automatic reinforcement for your child when doing a similar behavior. | Many parents were difficult to be aware of the compliance or noncompliance. | e |
id_1766 | Compliance or Noncompliance for children Many Scientists believe that socialization takes a long process, while compliance is the outset of it. Accordingly, compliance for education of children is the priority. Motivationally distinct forms of child compliance, mutually positive affect, and maternal control, observed in 3 control contexts in 103 dyads of mothers and their 26-41-month-old children, were examined as correlates of internalization, assessed using observations of children while alone with prohibited temptations and maternal ratings. One form of compliance (committed compliance), when the child appeared committed wholeheartedly to the maternal agenda and eager to endorse and accept it, was emphasized. Mother-child mutually positive affect was both a predictor and a concomitant of committed compliance. Children who shared positive affect with their mothers showed a high level of committed compliance and were also more internalized. Differences and similarities between childrens compliance to requests and prohibitions (Do vs. Dont demand contexts) were also explored. Maternal Dos appeared more challenging to toddlers than the Donts. Some individual coherence of behavior was also found across both demand contexts. The implications of committed compliance for emerging internalized regulators of conduct are discussed. A number of parents were not easy to be aware of the compliance, some even overlooked their childrens noncompliance. Despite good education, these children did not follow the words from their parents on several occasion especially boys in certain ages. Fortunately, this rate was acceptable; some parents could be patient with the noncompliance. . Someone held that noncompliance is probably not a wrong thing. In order to determine the effects of different parental disciplinary techniques on young childrens compliance and noncompliance, mothers were trained to observe emotional incidents involving their own toddler-aged children. Reports of disciplinary encounters were analyzed in terms of the types of discipline used (reasoning, verbal prohibition, physical coercion, love withdrawal, and combinations thereof) and childrens responses to that discipline (compliance/ noncompliance and avoidance). The relation between compliance/ noncompliance and type of misdeed (harm to persons, harm to property, and lapses of self-control) was also analyzed. Results indicated that love withdrawal combined with other techniques was most effective in securing childrens compliance and that its effectiveness was not a function of the type of technique with which it was combined. Avoidant responses and affective reunification with the parent were more likely to follow love withdrawal than any other technique. Physical coercion was somewhat less effective than love withdrawal, while reasoning and verbal prohibition were not at all effective except when both were combined with physical coercion. Noncompliant Children sometimes prefer to say no directly as they were younger, they are easy to deal with the relationship with contemporaries. when they are growing up . During the period that children is getting elder, who may learn to use more advanced approaches for their noncompliance. They are more skillful to negotiate or give reasons for refusal rather than show their opposite idea to parents directly/ Said Henry Porter, scholar working in Psychology Institute of UK. He indicated that noncompliance means growth in some way, may have benefit for children. Many Experts held different viewpoints in recent years, they tried drilling compliance into children. His collaborator Wallace Freisen believed that Organizing childs daily activities so that they occur in the same order each day as much as possible. This first strategy for defiant children is ultimately the most important. Developing a routine helps a child to know what to expect and increases the chances that he or she will comply with things such as chores, homework, and hygiene requests. When undesirable activities occur in the same order at optimal times during the day, they become habits that are not questioned, but done without thought. Chances are that you have developed some type of routine for yourself in terms of showering, cleaning your house, or doing other types of work. You have an idea in your mind when you will do these things on a regular basis and this helps you to know what to expect. In fact, you have probably already been using most of these compliance strategies for yourself without realizing it. For children, without setting these expectations on a daily basis by making them part of a regular routine, they can become very upset. Just like adults, children think about what they plan to do that day and expect to be able to do what they want. So, when you come along and ask them to do something they werent already planning to do that day, this can result in automatic refusals and other undesirable defiant behavior. However, by using this compliance strategy with defiant children, these activities are done almost every day in the same general order and the child expects to already do them. Doctor Steven Walson addressed that organizing fun activities to occur after frequently refused activities. This strategy also works as a positive reinforcer when the child complies with your requests. By arranging your day so that things often refused occur right before highly preferred activities, you are able to eliminate defiant behavior and motivate your childs behavior of doing the undesirable activity. This is not to be presented in a way that the preferred activity is only allowed if a defiant child does the non-preferred activity. However, you can word your request in a way so that your child assumes that you have to do the non-preferred activity before moving on to the next preferred activity. For example, you do not want to say something such as, If you clean your room we can play a game. Instead word your request like this, As soon as you are done cleaning your room we will be able to play that really fun game you wanted to play. Psychologist Paul Edith insisted praise is the best way to make children to comply with. This is probably a common term you are used to hearing by now. If you praise your childs behavior, he or she will be more likely to do that behavior. So, it is essential to use praise when working with defiant children. It also provides your child with positive attention. However, it is important to know how to praise children in a way that encourages future automatic reinforcement for your child when doing a similar behavior. | Socialization takes a long process, while compliance is the beginning of it. | n |
id_1767 | Compulsory retirement age are soon to be abolished in the UK, allowing people to work beyond 65 if they so choose. This change has been made in response to the EU directive, which will outlaw age discrimination against older worker from next year. In anticipation of backlash from business directors some ministers suggested that they would have preferred to have longer to allow businesses to adjust to the change with an alternative of simply raising the retirement age to 70 being mooted. However others reacted by explaining that if it is already wrong to sack people on the grounds of gender race or religion then there could be no justification for delaying the prevention of age discrimination. After next year, firms will have to prove, beyond doubt, that older workers are incapable of doing their jobs if they want to pension them off. | From next year, UK employees will be able to work until any age they wish provided their employer cannot prove that they are not capable of doing their job. | e |
id_1768 | Compulsory retirement age are soon to be abolished in the UK, allowing people to work beyond 65 if they so choose. This change has been made in response to the EU directive, which will outlaw age discrimination against older worker from next year. In anticipation of backlash from business directors some ministers suggested that they would have preferred to have longer to allow businesses to adjust to the change with an alternative of simply raising the retirement age to 70 being mooted. However others reacted by explaining that if it is already wrong to sack people on the grounds of gender race or religion then there could be no justification for delaying the prevention of age discrimination. After next year, firms will have to prove, beyond doubt, that older workers are incapable of doing their jobs if they want to pension them off. | The proposed change was accepted without any attempt to achieve a compromise. | c |
id_1769 | Compulsory retirement age are soon to be abolished in the UK, allowing people to work beyond 65 if they so choose. This change has been made in response to the EU directive, which will outlaw age discrimination against older worker from next year. In anticipation of backlash from business directors some ministers suggested that they would have preferred to have longer to allow businesses to adjust to the change with an alternative of simply raising the retirement age to 70 being mooted. However others reacted by explaining that if it is already wrong to sack people on the grounds of gender race or religion then there could be no justification for delaying the prevention of age discrimination. After next year, firms will have to prove, beyond doubt, that older workers are incapable of doing their jobs if they want to pension them off. | Business will need time to adjust to the change in legislation. | n |
id_1770 | Compulsory retirement age are soon to be abolished in the UK, allowing people to work beyond 65 if they so choose. This change has been made in response to the EU directive, which will outlaw age discrimination against older worker from next year. In anticipation of backlash from business directors some ministers suggested that they would have preferred to have longer to allow businesses to adjust to the change with an alternative of simply raising the retirement age to 70 being mooted. However others reacted by explaining that if it is already wrong to sack people on the grounds of gender race or religion then there could be no justification for delaying the prevention of age discrimination. After next year, firms will have to prove, beyond doubt, that older workers are incapable of doing their jobs if they want to pension them off. | The change will help to relieve the pensions crisis that has resulted from an increasingly aging population. | n |
id_1771 | Computer Games for Preschoolers: Nintendos Research and Design Process Designing computer games for young children is a daunting task for game producers, who, for a long time, have concentrated on more hard core game fans. This article chronicles the design process and research involved in creating Nintendo DS for preschool gamers. After speaking with our producers who have a keen interest in designing for the DS, we finally agreed on three key goals for our project. First, to understand the range of physical and cognitive abilities of preschoolers in the context of handheld system game play; second, to understand how preschool gamers interact with the DS, specifically how they control the different forms of play and game mechanics offered by the games presently on the market for this platform; third, to understand the expectations of preschoolers, parents concerning the handheld systems as well as the purchase and play contexts within which game play occurs. The team of the research decided that in-home ethnographies with preschoolers and their families would yield comprehensive database with which to give our producers more information and insights, so we start by conducting 26 in-home ethnographies in three markets across the United States: an East coast urban/suburban area, a West coast urban/suburban area, and a Midwest suburban/rural area. The subjects in this study included 15 girls and 11 boys ranging from 3 years and 3 months old to 5 years and 11 months old. Also, because previous research had shown the effects of older siblings on game play (demonstrated, for example, by more advanced motor coordination when using a computer mouse), households were employed to have a combination of preschoolers with and without elder peers. In order to understand both experienced and new preschool users of the platform, we divided the sample so that 13 families owned at least one Nintendo DS and the others did not. For those households that did not own a DS, one was brought to the interview for the kid to play. This allowed us to see both the instinctive and intuitive movements of the new players (and of the more experienced players when playing new games), as well as the learned movements of the more experienced players. Each of those interviews took about 60 to 120 minutes and included the preschooler, at least one parent, and often siblings and another caregiver. Three kinds of information were collected after each interview. From any older siblings and the parents that were available, we gathered data about : the buying decisions surrounding game systems in the household, the familys typical game play patterns, levels of parental moderation with regard to computer gaming, and the most favorite games played by family members . We could also understand the ideology of gaming in these homes because of these in-home interviews: what types of spaces were used for game play, how the systems were installed, where the handheld play occurred in the house (as well as on-the-go play), and the number and type of games and game systems owned. The most important is, we gathered the game-playing information for every single kid. Before carrying out the interviews, the research team had closely discussed with the in-house game producers to create a list of game mechanics and problems tied to preschoolers* motor and cognitive capabilities that were critical for them to understand prior to writing the games. These ranged from general dexterity issues related to game controllers to the effectiveness of in-game instructions to specific mechanics in current games that the producers were interested in implementing for future preschool titles. During the interviews, the moderator gave specific guidance to the preschooler through a series of games, so that he or she could observe the interaction and probe both the preschooler and his or her parents on feelings, attitudes, and frustrations that arose in the different circumstances If the subject in the experiment had previous exposure to the DS system, he or she was first asked to play his or her favorite game on that machine. This gave the researchers information about current of gaming skill related to the complexity of the chosen one, allowing them to see the child playing a game with mechanics he or she was already familiar with. Across the 26 preschoolers, the Nintendo DS selections scope were very broad, including New Super Mario Bros, Sonic Rush. Nintendo, and Tony Hawks Proving Ground. The interviewer observed the child play, noting preferences for game mechanics and motor interactions with the device as well as the complexity level each game mechanic was for the tested subject The researchers asked all of the preschoolers to play with a specific game in consultation with our producers, The Little Mermaid: Ariels Undersea Adventure. The game was chosen for two major reasons. First, it was one of the few games on the market with characters that appeal to this young age group. Second, it incorporated a large variety of mechanics that highlighted the uniqueness of the DS platform, including using the microphone for blowing or singing. The findings from this initial experiment were extensive. After reviewing the outcomes and discussing the implications for the game design with our internal game production team, we then outlined the designing needs and presented the findings to a firm specialising in game design. We worked closely with those experts to set the game design for the two preschool-targeted DS games under development on what we had gathered. As the two DS games went into the development process, a formative research course of action was set up. Whenever we developed new game mechanics, we brought preschoolers into our in-house utility lab to test the mechanics and to evaluate both their simplicity, and whether they were engaging. We tested either alpha or beta versions of different elements of the game, in addition to looking at overarching game structure. Once a full version of the DS game was ready, we went back into the field test with a dozen preschoolers and their parents to make sure that each of the game elements worked for the children, and that the overall objective of the game was understandable and the process was enjoyable for players. We also collected parents feedback on whether they thought the game is appropriate, engaging, and worth the purchase. | One area of research is how far mothers and fathers controlled childrens playing after school. | n |
id_1772 | Computer Games for Preschoolers: Nintendos Research and Design Process Designing computer games for young children is a daunting task for game producers, who, for a long time, have concentrated on more hard core game fans. This article chronicles the design process and research involved in creating Nintendo DS for preschool gamers. After speaking with our producers who have a keen interest in designing for the DS, we finally agreed on three key goals for our project. First, to understand the range of physical and cognitive abilities of preschoolers in the context of handheld system game play; second, to understand how preschool gamers interact with the DS, specifically how they control the different forms of play and game mechanics offered by the games presently on the market for this platform; third, to understand the expectations of preschoolers, parents concerning the handheld systems as well as the purchase and play contexts within which game play occurs. The team of the research decided that in-home ethnographies with preschoolers and their families would yield comprehensive database with which to give our producers more information and insights, so we start by conducting 26 in-home ethnographies in three markets across the United States: an East coast urban/suburban area, a West coast urban/suburban area, and a Midwest suburban/rural area. The subjects in this study included 15 girls and 11 boys ranging from 3 years and 3 months old to 5 years and 11 months old. Also, because previous research had shown the effects of older siblings on game play (demonstrated, for example, by more advanced motor coordination when using a computer mouse), households were employed to have a combination of preschoolers with and without elder peers. In order to understand both experienced and new preschool users of the platform, we divided the sample so that 13 families owned at least one Nintendo DS and the others did not. For those households that did not own a DS, one was brought to the interview for the kid to play. This allowed us to see both the instinctive and intuitive movements of the new players (and of the more experienced players when playing new games), as well as the learned movements of the more experienced players. Each of those interviews took about 60 to 120 minutes and included the preschooler, at least one parent, and often siblings and another caregiver. Three kinds of information were collected after each interview. From any older siblings and the parents that were available, we gathered data about : the buying decisions surrounding game systems in the household, the familys typical game play patterns, levels of parental moderation with regard to computer gaming, and the most favorite games played by family members . We could also understand the ideology of gaming in these homes because of these in-home interviews: what types of spaces were used for game play, how the systems were installed, where the handheld play occurred in the house (as well as on-the-go play), and the number and type of games and game systems owned. The most important is, we gathered the game-playing information for every single kid. Before carrying out the interviews, the research team had closely discussed with the in-house game producers to create a list of game mechanics and problems tied to preschoolers* motor and cognitive capabilities that were critical for them to understand prior to writing the games. These ranged from general dexterity issues related to game controllers to the effectiveness of in-game instructions to specific mechanics in current games that the producers were interested in implementing for future preschool titles. During the interviews, the moderator gave specific guidance to the preschooler through a series of games, so that he or she could observe the interaction and probe both the preschooler and his or her parents on feelings, attitudes, and frustrations that arose in the different circumstances If the subject in the experiment had previous exposure to the DS system, he or she was first asked to play his or her favorite game on that machine. This gave the researchers information about current of gaming skill related to the complexity of the chosen one, allowing them to see the child playing a game with mechanics he or she was already familiar with. Across the 26 preschoolers, the Nintendo DS selections scope were very broad, including New Super Mario Bros, Sonic Rush. Nintendo, and Tony Hawks Proving Ground. The interviewer observed the child play, noting preferences for game mechanics and motor interactions with the device as well as the complexity level each game mechanic was for the tested subject The researchers asked all of the preschoolers to play with a specific game in consultation with our producers, The Little Mermaid: Ariels Undersea Adventure. The game was chosen for two major reasons. First, it was one of the few games on the market with characters that appeal to this young age group. Second, it incorporated a large variety of mechanics that highlighted the uniqueness of the DS platform, including using the microphone for blowing or singing. The findings from this initial experiment were extensive. After reviewing the outcomes and discussing the implications for the game design with our internal game production team, we then outlined the designing needs and presented the findings to a firm specialising in game design. We worked closely with those experts to set the game design for the two preschool-targeted DS games under development on what we had gathered. As the two DS games went into the development process, a formative research course of action was set up. Whenever we developed new game mechanics, we brought preschoolers into our in-house utility lab to test the mechanics and to evaluate both their simplicity, and whether they were engaging. We tested either alpha or beta versions of different elements of the game, in addition to looking at overarching game structure. Once a full version of the DS game was ready, we went back into the field test with a dozen preschoolers and their parents to make sure that each of the game elements worked for the children, and that the overall objective of the game was understandable and the process was enjoyable for players. We also collected parents feedback on whether they thought the game is appropriate, engaging, and worth the purchase. | The Little Mermaid: Ariels Undersea Adventure is entirely designed for preschool children. | c |
id_1773 | Computer Games for Preschoolers: Nintendos Research and Design Process Designing computer games for young children is a daunting task for game producers, who, for a long time, have concentrated on more hard core game fans. This article chronicles the design process and research involved in creating Nintendo DS for preschool gamers. After speaking with our producers who have a keen interest in designing for the DS, we finally agreed on three key goals for our project. First, to understand the range of physical and cognitive abilities of preschoolers in the context of handheld system game play; second, to understand how preschool gamers interact with the DS, specifically how they control the different forms of play and game mechanics offered by the games presently on the market for this platform; third, to understand the expectations of preschoolers, parents concerning the handheld systems as well as the purchase and play contexts within which game play occurs. The team of the research decided that in-home ethnographies with preschoolers and their families would yield comprehensive database with which to give our producers more information and insights, so we start by conducting 26 in-home ethnographies in three markets across the United States: an East coast urban/suburban area, a West coast urban/suburban area, and a Midwest suburban/rural area. The subjects in this study included 15 girls and 11 boys ranging from 3 years and 3 months old to 5 years and 11 months old. Also, because previous research had shown the effects of older siblings on game play (demonstrated, for example, by more advanced motor coordination when using a computer mouse), households were employed to have a combination of preschoolers with and without elder peers. In order to understand both experienced and new preschool users of the platform, we divided the sample so that 13 families owned at least one Nintendo DS and the others did not. For those households that did not own a DS, one was brought to the interview for the kid to play. This allowed us to see both the instinctive and intuitive movements of the new players (and of the more experienced players when playing new games), as well as the learned movements of the more experienced players. Each of those interviews took about 60 to 120 minutes and included the preschooler, at least one parent, and often siblings and another caregiver. Three kinds of information were collected after each interview. From any older siblings and the parents that were available, we gathered data about : the buying decisions surrounding game systems in the household, the familys typical game play patterns, levels of parental moderation with regard to computer gaming, and the most favorite games played by family members . We could also understand the ideology of gaming in these homes because of these in-home interviews: what types of spaces were used for game play, how the systems were installed, where the handheld play occurred in the house (as well as on-the-go play), and the number and type of games and game systems owned. The most important is, we gathered the game-playing information for every single kid. Before carrying out the interviews, the research team had closely discussed with the in-house game producers to create a list of game mechanics and problems tied to preschoolers* motor and cognitive capabilities that were critical for them to understand prior to writing the games. These ranged from general dexterity issues related to game controllers to the effectiveness of in-game instructions to specific mechanics in current games that the producers were interested in implementing for future preschool titles. During the interviews, the moderator gave specific guidance to the preschooler through a series of games, so that he or she could observe the interaction and probe both the preschooler and his or her parents on feelings, attitudes, and frustrations that arose in the different circumstances If the subject in the experiment had previous exposure to the DS system, he or she was first asked to play his or her favorite game on that machine. This gave the researchers information about current of gaming skill related to the complexity of the chosen one, allowing them to see the child playing a game with mechanics he or she was already familiar with. Across the 26 preschoolers, the Nintendo DS selections scope were very broad, including New Super Mario Bros, Sonic Rush. Nintendo, and Tony Hawks Proving Ground. The interviewer observed the child play, noting preferences for game mechanics and motor interactions with the device as well as the complexity level each game mechanic was for the tested subject The researchers asked all of the preschoolers to play with a specific game in consultation with our producers, The Little Mermaid: Ariels Undersea Adventure. The game was chosen for two major reasons. First, it was one of the few games on the market with characters that appeal to this young age group. Second, it incorporated a large variety of mechanics that highlighted the uniqueness of the DS platform, including using the microphone for blowing or singing. The findings from this initial experiment were extensive. After reviewing the outcomes and discussing the implications for the game design with our internal game production team, we then outlined the designing needs and presented the findings to a firm specialising in game design. We worked closely with those experts to set the game design for the two preschool-targeted DS games under development on what we had gathered. As the two DS games went into the development process, a formative research course of action was set up. Whenever we developed new game mechanics, we brought preschoolers into our in-house utility lab to test the mechanics and to evaluate both their simplicity, and whether they were engaging. We tested either alpha or beta versions of different elements of the game, in addition to looking at overarching game structure. Once a full version of the DS game was ready, we went back into the field test with a dozen preschoolers and their parents to make sure that each of the game elements worked for the children, and that the overall objective of the game was understandable and the process was enjoyable for players. We also collected parents feedback on whether they thought the game is appropriate, engaging, and worth the purchase. | The researchers regarded The Little Mermaid: Ariels Undersea Adventure as likely appeal to preschoolers. | e |
id_1774 | Computer Games for Preschoolers: Nintendos Research and Design Process Designing computer games for young children is a daunting task for game producers, who, for a long time, have concentrated on more hard core game fans. This article chronicles the design process and research involved in creating Nintendo DS for preschool gamers. After speaking with our producers who have a keen interest in designing for the DS, we finally agreed on three key goals for our project. First, to understand the range of physical and cognitive abilities of preschoolers in the context of handheld system game play; second, to understand how preschool gamers interact with the DS, specifically how they control the different forms of play and game mechanics offered by the games presently on the market for this platform; third, to understand the expectations of preschoolers, parents concerning the handheld systems as well as the purchase and play contexts within which game play occurs. The team of the research decided that in-home ethnographies with preschoolers and their families would yield comprehensive database with which to give our producers more information and insights, so we start by conducting 26 in-home ethnographies in three markets across the United States: an East coast urban/suburban area, a West coast urban/suburban area, and a Midwest suburban/rural area. The subjects in this study included 15 girls and 11 boys ranging from 3 years and 3 months old to 5 years and 11 months old. Also, because previous research had shown the effects of older siblings on game play (demonstrated, for example, by more advanced motor coordination when using a computer mouse), households were employed to have a combination of preschoolers with and without elder peers. In order to understand both experienced and new preschool users of the platform, we divided the sample so that 13 families owned at least one Nintendo DS and the others did not. For those households that did not own a DS, one was brought to the interview for the kid to play. This allowed us to see both the instinctive and intuitive movements of the new players (and of the more experienced players when playing new games), as well as the learned movements of the more experienced players. Each of those interviews took about 60 to 120 minutes and included the preschooler, at least one parent, and often siblings and another caregiver. Three kinds of information were collected after each interview. From any older siblings and the parents that were available, we gathered data about : the buying decisions surrounding game systems in the household, the familys typical game play patterns, levels of parental moderation with regard to computer gaming, and the most favorite games played by family members . We could also understand the ideology of gaming in these homes because of these in-home interviews: what types of spaces were used for game play, how the systems were installed, where the handheld play occurred in the house (as well as on-the-go play), and the number and type of games and game systems owned. The most important is, we gathered the game-playing information for every single kid. Before carrying out the interviews, the research team had closely discussed with the in-house game producers to create a list of game mechanics and problems tied to preschoolers* motor and cognitive capabilities that were critical for them to understand prior to writing the games. These ranged from general dexterity issues related to game controllers to the effectiveness of in-game instructions to specific mechanics in current games that the producers were interested in implementing for future preschool titles. During the interviews, the moderator gave specific guidance to the preschooler through a series of games, so that he or she could observe the interaction and probe both the preschooler and his or her parents on feelings, attitudes, and frustrations that arose in the different circumstances If the subject in the experiment had previous exposure to the DS system, he or she was first asked to play his or her favorite game on that machine. This gave the researchers information about current of gaming skill related to the complexity of the chosen one, allowing them to see the child playing a game with mechanics he or she was already familiar with. Across the 26 preschoolers, the Nintendo DS selections scope were very broad, including New Super Mario Bros, Sonic Rush. Nintendo, and Tony Hawks Proving Ground. The interviewer observed the child play, noting preferences for game mechanics and motor interactions with the device as well as the complexity level each game mechanic was for the tested subject The researchers asked all of the preschoolers to play with a specific game in consultation with our producers, The Little Mermaid: Ariels Undersea Adventure. The game was chosen for two major reasons. First, it was one of the few games on the market with characters that appeal to this young age group. Second, it incorporated a large variety of mechanics that highlighted the uniqueness of the DS platform, including using the microphone for blowing or singing. The findings from this initial experiment were extensive. After reviewing the outcomes and discussing the implications for the game design with our internal game production team, we then outlined the designing needs and presented the findings to a firm specialising in game design. We worked closely with those experts to set the game design for the two preschool-targeted DS games under development on what we had gathered. As the two DS games went into the development process, a formative research course of action was set up. Whenever we developed new game mechanics, we brought preschoolers into our in-house utility lab to test the mechanics and to evaluate both their simplicity, and whether they were engaging. We tested either alpha or beta versions of different elements of the game, in addition to looking at overarching game structure. Once a full version of the DS game was ready, we went back into the field test with a dozen preschoolers and their parents to make sure that each of the game elements worked for the children, and that the overall objective of the game was understandable and the process was enjoyable for players. We also collected parents feedback on whether they thought the game is appropriate, engaging, and worth the purchase. | Some researchers are allowed an access to the subjects houses. | e |
id_1775 | Computing Services Training Traditional InstructorLed Courses We run courses on software and techniques for which we see a significant need within the University amongst staff and research students. To see details of these courses, and the current schedule, please enquire at the computing centre. Self-Paced Training Materials These take various forms but the main materials are workbooks which are designed for use alongside applications software, and allow you to work your way through at your own pace. These introductory workbooks are designed for undergraduates and postgraduates on taught courses, so that, if departments do not provide specific computer use training, students can still acquire the skills required to benefit from the main items of software provided on open access PCs. These workbooks are Westley University specific, written in-house, so they tell you precisely what you have to do on an open access PC, but they can also function as introductory material for staff and research students with office PCs. They cover basic computer use and IT-related library skills. There are also workbooks for most of the current mainstream applications, so if there are no tutor-led courses at convenient times for you, or if you cannot spare the time to attend a course, or if we do not cover the application you wish to learn, or if you simply prefer to train at your own pace, you can use this material. Workbooks and related course materials used on previous courses are still available, so if we have stopped giving a particular course, you can probably still obtain copies of the notes and exercises. We can run any of our current or past courses, adapted to be tailor-made to the needs of particular groups, or we can develop courses to order if they are more or less in the areas of computer use we support. Providing there is sufficient demand, we will do our best to accommodate your requirements. Computer staff can also contribute to academic departments teaching, but there are usually fees involved, particularly for significant amounts of course development or delivery. There is no fee if you want to incorporate any of our workbooks or other materials in courses you give yourself. | If you cannot come for a course at a suitable time, you can do the course at home over the internet using self-study materials. | n |
id_1776 | Computing Services Training Traditional InstructorLed Courses We run courses on software and techniques for which we see a significant need within the University amongst staff and research students. To see details of these courses, and the current schedule, please enquire at the computing centre. Self-Paced Training Materials These take various forms but the main materials are workbooks which are designed for use alongside applications software, and allow you to work your way through at your own pace. These introductory workbooks are designed for undergraduates and postgraduates on taught courses, so that, if departments do not provide specific computer use training, students can still acquire the skills required to benefit from the main items of software provided on open access PCs. These workbooks are Westley University specific, written in-house, so they tell you precisely what you have to do on an open access PC, but they can also function as introductory material for staff and research students with office PCs. They cover basic computer use and IT-related library skills. There are also workbooks for most of the current mainstream applications, so if there are no tutor-led courses at convenient times for you, or if you cannot spare the time to attend a course, or if we do not cover the application you wish to learn, or if you simply prefer to train at your own pace, you can use this material. Workbooks and related course materials used on previous courses are still available, so if we have stopped giving a particular course, you can probably still obtain copies of the notes and exercises. We can run any of our current or past courses, adapted to be tailor-made to the needs of particular groups, or we can develop courses to order if they are more or less in the areas of computer use we support. Providing there is sufficient demand, we will do our best to accommodate your requirements. Computer staff can also contribute to academic departments teaching, but there are usually fees involved, particularly for significant amounts of course development or delivery. There is no fee if you want to incorporate any of our workbooks or other materials in courses you give yourself. | Some departments at the university do not provide the computer training needed for their courses. | e |
id_1777 | Computing Services Training Traditional InstructorLed Courses We run courses on software and techniques for which we see a significant need within the University amongst staff and research students. To see details of these courses, and the current schedule, please enquire at the computing centre. Self-Paced Training Materials These take various forms but the main materials are workbooks which are designed for use alongside applications software, and allow you to work your way through at your own pace. These introductory workbooks are designed for undergraduates and postgraduates on taught courses, so that, if departments do not provide specific computer use training, students can still acquire the skills required to benefit from the main items of software provided on open access PCs. These workbooks are Westley University specific, written in-house, so they tell you precisely what you have to do on an open access PC, but they can also function as introductory material for staff and research students with office PCs. They cover basic computer use and IT-related library skills. There are also workbooks for most of the current mainstream applications, so if there are no tutor-led courses at convenient times for you, or if you cannot spare the time to attend a course, or if we do not cover the application you wish to learn, or if you simply prefer to train at your own pace, you can use this material. Workbooks and related course materials used on previous courses are still available, so if we have stopped giving a particular course, you can probably still obtain copies of the notes and exercises. We can run any of our current or past courses, adapted to be tailor-made to the needs of particular groups, or we can develop courses to order if they are more or less in the areas of computer use we support. Providing there is sufficient demand, we will do our best to accommodate your requirements. Computer staff can also contribute to academic departments teaching, but there are usually fees involved, particularly for significant amounts of course development or delivery. There is no fee if you want to incorporate any of our workbooks or other materials in courses you give yourself. | Other departments at the university usually have to pay a charge if they want to use computer department staff for teaching. | e |
id_1778 | Computing technology undoubtedly makes it possible for more people to spend more time working at home. It is easier nowadays to obtain information at home and to communicate with the workplace. Telecommuting, where people work predominantly at or from home and stay in touch using the phone, personal computer, fax, e-mail, internet or videoconferencing, is becoming increasingly common in some professions. | Internet access is necessary for telecommuters to stay in touch. | c |
id_1779 | Computing technology undoubtedly makes it possible for more people to spend more time working at home. It is easier nowadays to obtain information at home and to communicate with the workplace. Telecommuting, where people work predominantly at or from home and stay in touch using the phone, personal computer, fax, e-mail, internet or videoconferencing, is becoming increasingly common in some professions. | The advance of technology has increased the possibility for sales representatives to spend time working away from the office. | n |
id_1780 | Computing technology undoubtedly makes it possible for more people to spend more time working at home. It is easier nowadays to obtain information at home and to communicate with the workplace. Telecommuting, where people work predominantly at or from home and stay in touch using the phone, personal computer, fax, e-mail, internet or videoconferencing, is becoming increasingly common in some professions. | Telecommuting increases the efficiency of work. | n |
id_1781 | Computing technology undoubtedly makes it possible for more people to spend more time working at home. It is easier nowadays to obtain information at home and to communicate with the workplace. Telecommuting, where people work predominantly at or from home and stay in touch using the phone, personal computer, fax, e-mail, internet or videoconferencing, is becoming increasingly common in some professions. | People who do work from home can keep in touch with the workplace using phone, fax, e-mail and videoconferencing. | e |
id_1782 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | Casual workers may be hired by the hour or by the day. | e |
id_1783 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | Casual workers can be dismissed without notice. | e |
id_1784 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | Any workers over 55 are entitled to 3 weeks notice of termination. | c |
id_1785 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | A full-time night-shift worker is entitled to 5 weeks paid holiday each year. | e |
id_1786 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | A full-time worker needs a doctors note if he is sick for 4 days in a row. | c |
id_1787 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | A full-timer who takes a year off to have a baby can return to the same employer. | e |
id_1788 | Conditions of employment Weekly hours of work 40 hours per week at the ordinary hourly rate of pay for most full-time employees, plus reasonable additional hours (penalty rates apply). Part-time employees work a regular number of hours and days each week, but fewer hours than full-time workers. Casual employees are employed on an hourly or daily, basis. Entitlements (full-time employees): Parental leave up to 12 months unpaid leave for maternity, paternity and adoption related leave. Sick leave up to 10 days paid sick leave per year: more than 4 continuous days requires a medical certificate. Annual leave 4 weeks paid leave per annum, plus an additional week for shift workers. Public holidays a paid day off on a public holiday, except where reasonably requested to work. Employees working on public holidays are entitled to 15% above their normal hourly rate. Notice of termination 2 weeks notice of termination (3 weeks it the employee is more than 55 years old and has at least 2 years of continuous service) Note: The entitlements you receive will depend on whether you are employed on a full-time, part-time or casual basis. If you work part-time, you should receive all the entitlements of a full-time employee but on a pro-rata or proportional basis. If you are a casual worker, you do not have rights to any of the above entitlements nor penalty payments. Casual workers have no guarantee of hours to be worked and they do not have to be given advance notice of termination. | Part-time workers are entitled to a higher rate of pay if they work more than their usual number of hours per week. | n |
id_1789 | Conglomerate Plc, which supplies over twenty thousand products to retailers in 50 countnes and purchases parts from 312 factories, has one of the worlds most sophisticated supply chains. This close collaboration with suppliers adds value to its busmess and reaps commercial advantage. At the same time Conglomerate Plc prides itself on consddering the macro-economk impact of social and environmental factors mn its dealings with supply cham partners. Although Conglomerate Plcs ultra- efficient supply chain benefits consumers by lowering retail prices, critics of this manufacturing giant maintain that the constant pressure on its supphers to cut costs has a negative impact on workers pay and benefits. | Conglomerate Pk operates in more than 50 countries and has 312 factories. | c |
id_1790 | Conglomerate Plc, which supplies over twenty thousand products to retailers in 50 countnes and purchases parts from 312 factories, has one of the worlds most sophisticated supply chains. This close collaboration with suppliers adds value to its busmess and reaps commercial advantage. At the same time Conglomerate Plc prides itself on consddering the macro-economk impact of social and environmental factors mn its dealings with supply cham partners. Although Conglomerate Plcs ultra- efficient supply chain benefits consumers by lowering retail prices, critics of this manufacturing giant maintain that the constant pressure on its supphers to cut costs has a negative impact on workers pay and benefits. | Conglomerate Plc has unpredictable delivery systems. | c |
id_1791 | Conglomerate Plc, which supplies over twenty thousand products to retailers in 50 countnes and purchases parts from 312 factories, has one of the worlds most sophisticated supply chains. This close collaboration with suppliers adds value to its busmess and reaps commercial advantage. At the same time Conglomerate Plc prides itself on consddering the macro-economk impact of social and environmental factors mn its dealings with supply cham partners. Although Conglomerate Plcs ultra- efficient supply chain benefits consumers by lowering retail prices, critics of this manufacturing giant maintain that the constant pressure on its supphers to cut costs has a negative impact on workers pay and benefits. | Conglomerate Pkc does not sell its products direct to the consumer. | n |
id_1792 | Conglomerate Plc, which supplies over twenty thousand products to retailers in 50 countnes and purchases parts from 312 factories, has one of the worlds most sophisticated supply chains. This close collaboration with suppliers adds value to its busmess and reaps commercial advantage. At the same time Conglomerate Plc prides itself on consddering the macro-economk impact of social and environmental factors mn its dealings with supply cham partners. Although Conglomerate Plcs ultra- efficient supply chain benefits consumers by lowering retail prices, critics of this manufacturing giant maintain that the constant pressure on its supphers to cut costs has a negative impact on workers pay and benefits. | Conglomerate Plc prioritises the environment mn its negotiations with supphers. | n |
id_1793 | Conglomerate Plc, which supplies over twenty thousand products to retailers in 50 countnes and purchases parts from 312 factories, has one of the worlds most sophisticated supply chains. This close collaboration with suppliers adds value to its busmess and reaps commercial advantage. At the same time Conglomerate Plc prides itself on consddering the macro-economk impact of social and environmental factors mn its dealings with supply cham partners. Although Conglomerate Plcs ultra- efficient supply chain benefits consumers by lowering retail prices, critics of this manufacturing giant maintain that the constant pressure on its supphers to cut costs has a negative impact on workers pay and benefits. | The passage suggests that global supply chams are of universal benefit. | c |
id_1794 | Congratulations on being offered a place of accommodation at our university. Your room will become available from the 3 rd of September. You will be staying at Flat 4 of the Parkhurst Building. Please arrive at the university reception at 11:00am for your induction. There, you shall be given your room key and introductory information regarding your living arrangements and the university. | The applicant will be living with other occupants in Flat 4. | n |
id_1795 | Congratulations on being offered a place of accommodation at our university. Your room will become available from the 3 rd of September. You will be staying at Flat 4 of the Parkhurst Building. Please arrive at the university reception at 11:00am for your induction. There, you shall be given your room key and introductory information regarding your living arrangements and the university. | In order to get the keys to their room, the applicant must first go to Parkhurst Building. | c |
id_1796 | Congratulations on being offered a place of accommodation at our university. Your room will become available from the 3 rd of September. You will be staying at Flat 4 of the Parkhurst Building. Please arrive at the university reception at 11:00am for your induction. There, you shall be given your room key and introductory information regarding your living arrangements and the university. | The applicant will be staying at the Parkhurst Building. | e |
id_1797 | Congratulations on being offered a place of accommodation at our university. Your room will become available from the 3 rd of September. You will be staying at Flat 4 of the Parkhurst Building. Please arrive at the university reception at 11:00am for your induction. There, you shall be given your room key and introductory information regarding your living arrangements and the university. | The introductory information will be given at the university reception. | e |
id_1798 | Congratulations on being offered a place of accommodation at our university. Your room will become available from the 3 rd of September. You will be staying at Flat 4 of the Parkhurst Building. Please arrive at the university reception at 11:00am for your induction. There, you shall be given your room key and introductory information regarding your living arrangements and the university. | The applicant will be in their new accommodation by 11:00am on the 3 rd of September. | n |
id_1799 | Construction companies have to deal with a mountain of energy efficiency legislation as governments try to move to a low-carbon future. Buildings account for 45% of all UK greenhouse gas emissions such as carbon dioxide and methane, so the drive for new energy efficient building stock is understandable. However it is important to remember that an estimated 70% of existing buildings will still be in use by 2080, so the focus on new-build is perhaps misguided. Some people claim that the low-hanging fruit is to be found by spending time and effort up-rating the efficiency of existing building stock. Whilst policy makers are aware of the huge potential of reducing carbon emissions by writing legislation on existing buildings, they admit that this would involve more heavy-handed intervention and public resistance than if they levelled their sights on the construction of new buildings. All new building construction requires approval from authorities and regulating bodies, so this naturally lends itself to an expansion of rules on energy and carbon emissions. As with most things, the issue comes down to cost and political convenience. | Energy efficiency legislation for new construction is more onerous than for existing buildings. | n |
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