GUITAR COLLECTION

I do have a lot of guitar needless to say that I collect different kinds of guitar. I couldn’t say if I am an awesome guitarist but is surely an enthusiast. I started collecting guitar since I was a teenager and I even have separate rooms for them. To add to my collection I need to buy the futuristic looking guitar that I saw online. I thought I saw all kinds of guitar in the world but I was mistaken. There is still room for surprises for me in terms of guitar collection. Hopefully there would still be more surprises for me in the future because playing and collecting guitar makes me happy.

BASIC MOTIVATION OF SAVINGS

Motivation for saving money are numerous during tough economic times, however, money saving is always prudent thing to do. Doing so can help you set personal precedent for yourself of living within your means. A life of moderate living, smart investing and aggressive saving is way toward having more money available for your retirement years.

Emergencies – important motivation in money saving is thinking of possible emergencies in the future. Set aside small amount of money every month for car repair and for medical emergencies. Consider this seriously since emergency frequently come out nowhere.

Important purchases – think about essential items you need in a short term, these items might be household appliances, clothes even entertainment or related items. As with emergency money, place a set amount into saving or save up extra cash in special place within your home.

Long term finances – one of the greatest motivations in money saving is finances for long term goals. This might include money for college your child, home or retirement. Consider an investment with rules preventing withdrawals on these accounts for many years.

GOOD VIBE MOOD

It’s New Year and we all know that this time of the year really brings out the good vibes on people. Everybody wanted to have a fresh start on their life. We are making resolutions left and right and setting goals no matter how ridiculous it may seem. I wanted to take advantage on this kind of mood that we are all in and promote my advocacy on helping people who needs to undergo rehab (more info: opiate rehab center). Maybe there will be an increase of people who may want to get help on substance addiction this New Year. I do hope that I will get to relay the message to all about this.

What are some easy ways to improve my credit score?

A high credit rating makes it easier to obtain a mortgage, credit cards and auto loans, plus better interest rates, which will save you money in the long run. Here’s what you can do to increase your credit score:

1) Correct credit report errors
You’re allowed one free credit report each year. If you haven’t done it yet, request yours online at AnnualCreditReport.com. Check it carefully for any mistakes, such as past-due or unknown accounts.

2) Pay attention to credit card limits
Avoid charging any one credit card up to (or close to) its limit, even if you pay the balance each month. It’s smarter to spread charges on a few cards. Why? Credit agencies look at all your unused credit from all cards, plus that of individual cards, when calculating your score. That’s why getting close to the limit on one card can ding your score despite having plenty of available credit elsewhere.

3) Don’t cancel credit cards
You earn points for accounts with longer histories, so avoid closing and opening new accounts often. Even if you’re eager to close an account you worked hard to pay off, resist the urge. It’s better for your credit score to keep it open and either never use it or use it only occasionally, depending on fees and terms.

Other Articles:

What are some easy ways to improve my credit score?
What will happen if I don’t pay my credit card bills?
Stuck in a house you can’t afford or can’t sell for more than you owe on it?
Credit score may take a hit when credit cards are canceled
Tips For Raising Your Credit Score For Newbies

No Credit Check Payday Loan- faster and uncomplicated financial aid for urgency passion

Payday comparison websites helps you to find best lender

Unforeseen financial emergency fall you in need of instant funds but your bad credit status is the main hurdle in the way to gain funds assistance. Then, no credit check payday loans will solve this problem easily. With this loan facility people can gain swift financial aid despite of their adverse credit records. This is mainly proposed to assist the bad creditors. It is easily available in the loan market.

In stead of sending your documents through fax, you will have to fill up a form in these loans. It is mandatory for you to provide all valid information in this form. Only after this, the application procedure will complete. The lender will then decide whether to approve the loan in favor of you or not. Further much more time gets saved as there is no credit check in these loans. So, you will get the approved amount within 24 hours.

An amount in the range of £100-£1500 is made available with this loan with the flexible reimbursement period of 14 to 31 days. Borrowed amount proves as a great help in dispersing your immediate expenses that can be like medical cost, car repair, credit card dues, unexpected travel expense, grocery bills etc.

Payday loans are quick because of the fewer formalities attached with these loans. The lender will never be interested in knowing your previous records. So he never asks you for any kind of papers and other such documents. You just have to apply through an online form for the loan. There are many lenders in the market offering these kinds of schemes. So you have to be careful before getting in to any deal as you may find yourself cheated and stressed if you ignore the terms and conditions for the loan.

There are certain eligibility criteria for the loan. The borrower should be at least 18 years old. He should be a citizen of UK. He should be employed and there should be a regular checking account in his name. If the borrowers satisfy these small requirements then the loan will be issued to you in less than 24 hours time. The interest rates of these loans are a bit higher so you should always try to limit your borrowing to your repaying capabilities. It will save you from paying penalties.

The major reason why the interest rate is high for such loans is that no collateral is required at the time of applying. Also, the repayment time is very less as compared to traditional long process loans. But before applying a consumer should make sure that sufficient funds are there with him so that he can repay the full loan amount in time or of possible even before that. If not the amount willincrease so high that it will be another headache for the consumer.

Loan 2 Loan UK is a great option in case of Tenant Loan, However, a great advancement has come into effect in the financial market and the fraternities have turned up with several lucrative offers for the Debt Consolidation.

ORGANISATIONAL APPRAISAL

dept
by mnsc

ORGANISATIONAL APPRAISAL

Shanmukha Rao. Padala **Dr. N. V.S. Suryanarayana

INTRODUCTION:

The process of observe an organizational internal environment to identify the strengths and weaknesses that may influence the organization’s ability to achieve goals. A firm can exploit its opportunities successfully, depending on its corporate strengths. It can be said that the corporate capabilities of the firm become the focal point for its performance and survival. They play a crucial role, both in identifying the strategy and its success. Corporate capabilities go beyond sales, profit and net worth. It is concerned with the state of mind and outlook of the firm. Corporate strategy ultimately means a matching game between environmental opportunities and organizational strengths to gain competitive advantage. Assessment of organization’s strengths and weaknesses is also known as Corporate Appraisal. The internal environment of an organization includes forces that operate inside the organization with specific implications for managing organizational performance. Internal environmental factors, unlike external environmental factors come from within. These factors, collectively defined both trouble sports that need strengthening and the core competencies that the firm can build. An organization can better analyze how much activity might and value or contribute significantly to shape an effective strategy by systematically examining its internal environment.

MEANING OF STRENGTHS & WEAKNESSES:

Organizational analysis requires data and information about the internal environment. SWOT analysis refines this information by applying a general framework for understanding and managing the environment under which a company operates. SWOT analysis consists of evaluating a company’s internal strengths and weaknesses and its external opportunities and threats. SWOT analysis underscores the basic point that strategy must produce a good fit between a firm’s internal capabilities. Organization strengths and weaknesses are a matter of interpretation. Though, no definition may ever be complete, we would define strengths and weaknesses as follows:

Corporate Strengths: A strength is a strong point for the company i.e., something a company is good at doing or characteristic that gives it an important capability. Strength can be a skill, a competence, a valuable organizational resource or competitive capability or achievement that gives that company an advantage. It refers to competitive advantages and other distinct competencies which a company can exert in the market place. The management and performance of organization can also be analyzed with the help of ‘7-s’ Framework, developed by McKinsey and co., a leading consulting firm of USA. According to this framework, strategy is only one element that determines the performance. The first three elements: strategy, structure and systems are consider the ‘hard’ elements and the next four shared values, skills, staff and style are considered as the ‘soft’ elements. Withthe help of this framework a competitive competitor analysis can provide deep insight on the strengths and weakness of the competitors.

Corporate Weakness: It refers to constraints or obstacles which check movement in certain desired direction, and may also inhibit organization in gaining a distinctive competitive advantage. A weakness is something the company does not have or does poorly or a condition that outs it at a disadvantageous positions. A weakness may or may not make an organization competitively vulnerable on how much it matters in the competition battle.
THE CRITERIA FOR DETERMINING STRENGTHS AND WEAKNESSES:

A major problem which must be resolved prior to any analysis of corporate capabilities is the criteria that would determine whether an element under examination is a strength or a weakness. Four types of criteria have been suggested to classify an element into strength or weakness. These are: i. Historical; ii. Normative; iii. Competitive parity; and iv. Critical Factors for Success.

1. THE HISTORICAL CRITERION

Here, the analyst compares the characteristics under examination with past performances. An improvement over the past performance may be seen as strength, and a decline a weakness. Before, arriving at such conclusion, it is always advisable to check the reliability of the ‘past’ in future. In a large number of situations ‘past’ may not be valid for future and this would certainly invalidate our assessment or judgment.

2. THE NORMATIVE CRITERION

Here, the basis of judgment is ‘what ought to be’ the level of performance to classify a particular element into a strength or a weakness. Thus, based on theory, expert opinion, industry practices or personal opinions, one can develop ‘norms’ for evaluation.

3. THE COMPETITIVE PARITY CRITERION

As its basis for judgment, this criterion utilizes the action successful direct competitors or potential competitors. It is based on the premise that a firm must, at the minimum, meet the actions of the competitors. Thus, if the industry practice of providing 60 days credit to the trade is not followed, it may be considered a weakness.

4. THE CRITICAL FACTORS FOR SUCCESS CRITERION

Each business, in some sense, is unique. It requires a set of minimum performance standards and hence capabilities. This criterion helps to examine the strengths and weakness in the context of meeting the minimum requirements for success.

One criterion is seldom sufficient for a complete evaluation of a firm. Some elements like ‘financial strengths’ may be evaluated better on ‘historical’ and ‘competition’ criteria; and ‘marketing’ may be best evaluated on the basis of ‘competition’ and ‘critical factors for success criterion.

MEASURING STRENGHS AND WEAKNESSES:

Strengths and weaknesses may exist in varying degrees. Some may view an organisation as very strong which others may consider it not that strong. The same may apply to its weaknesses. This would call for measurement of strengths and weaknesses. There are three measures 1. Attribute Measures, 2. Effectiveness Measures and 3. Efficiency Measures.

1. Attribute Measures

This statement is developed to identify or list a characteristic or quality which an organisation possesses or is expected to possess in the near future. Thus, leaving the analysis only at the ‘attribute statement’ level may be incomplete and inadequate. In many situations it may however, be the only alternative to express one’s strengths or weaknesses.

2. Effectiveness Measures

In this approach, a characteristic is represented by a statement that identifies a capability of an organisation that will help in the accomplishment of a particular task or objective.

3. The Efficiency Measures

As the word ‘efficiency’ suggests, it measures the productivity of an organisation in converting inputs into desired outputs. Apparently efficiency measure is implementable only in quantifiable situation.

The use of three types of the measurements is a function of the degree of specificity possible for a given element or characteristic. Attribute measurement is simply a listing of the capabilities of an organisation; an effectiveness measure relates to the abilities of an organisation to achieve objectives; and an efficiency measure is concerned with the optimum conversion of firm’s resources into desired output. The type of measurement a firm would employ will be a function of – the characteristic which is being measured and the level within the organisation which is to utilize the measurement.

ANALYSIS OF STRENGTHS AND WEAKNESSES:

A comprehensive and objective analysis of strengths and weaknesses may be facilitated by the use of a format or a framework. In this section we will study a few of such formats or frameworks.

The Check List

Some writers have suggested the use or organisational checklists to evaluate organisational capabilities and weaknesses. One such checklist contains 446 checkpoints. Pearce and Robinson suggest the following checklist.

Marketing
Firm’s products/services; breadth of product line.
Ability to gather needed information about markets.
Market share of submarket shares.
Product/service mix and expansion potential; life cycle of key7 products; profit/sales balance in produce/service.
Channels of distribution.
Effective sales organisation; knowledge of customer needs.
Concentration of sales in a few products or to a few customers.
Product/service image reputation, and quality.
Imaginative, efficient, and effective sales promotion and adverting.
Pricing strategy.
Producers for digesting market feedback and developing new products/service or markets.
After sales service and follow-up.
Goodwill/ brand loyalty.

Finance and Accounting
Ability to raise short-term capital.
Ability to raise long-term capital; debt, equity.
Corporate-level resources (multibusiness firm).
Cost of Capital relative to industry and competitors.
Tax considerations.
Relations with owners, investors, and stockholders.
Leverage position: Capacity to utilise alternative financial strategies such as lease or sale and leaseback.
Cost of entry and barriers to entry.
Presence of financial planning and budgeting practices.
Working capital.
Effective cost control; ability to reduce cost.
Financial size.
Efficient and effective accounting system for cost, budget and profit planning.

Production/Operations/Technical
Raw materials cost and availability.
Inventory control systems.
Location of facilities.
Layout and utilisation of facilities.
Technical efficiency of facilities and utilisation of capacity.
Effective use of subcontracting.
Degree of vertical integrations: value added and profit margin.
Efficiency and cost/benefits of equipment.
Effective operation control procedures: design, scheduling, purchasing, quality control and efficiency.
Costs and technological competencies relative to industry and competitors.
Research and development/technology/innovation.
Patent, Trademarks, and similar legal protection.

Personnel
Management personnel.
Employees skill and morale.
Labour relations/costs compared to industry and competition.
Efficient and effective personnel policies.
Effective use of incentives to motivate performance.
Ability to level peaks and valleys of employment.
Employee turnover and absenteeism.
Specialised skills.
Experience.

Organisation/General Management
Organisational structure.
Firm’s image and prestige.
Firm’s record for achieving objectives.
Organisation communication system.
Overall organisational control system effectiveness and utilisation.
Organisational climate.
Use of systematic procedures and techniques in decision making.
Top management skill, capabilities and interest.

The Conceptual Approach:

Bates and Eldredge have suggested what has been described as conceptual approach to analyse strengths and weaknesses. According to them, the format for analysis can be divided into three dimensions : Management, Operations, and Finance. These three dimensions would be common for a majority of the organisations. ‘‘Management”dimension covers top management functions and broader issues encompassing the total organisation. Some of these could be strategic planning processes and systems, organisation climate and culture, managerial succession, top management values etc. ‘Operations’ dimension includes resource conversion and distribution functions like production, material management design, marketing, etc. ‘Finances’ include issues like capital structure, working capital, credit policies etc.

Analysis of Management Dimension:

At the corporate level, i.e. at the level of corporate strategy, the strategist must begin the assessment of organisational strengths and weaknesses with an analysis of firm’s management. To a large extent, the quality of top management determines and affects corporate strengths and weakness, not only the current but the ‘potential’ strengths as well. As an illustration, Bates and Eldredge have suggested the following dimensions to evaluate the strategic planning system of a firm.

Critical Factors: Identification of the present and future conditions having a bearing on the achievement of objectives.

Resources: Identification and provision for resources required to meet present and future conditions for achieving objectives.

Objectives: Clearly spelt out results and details of the means to be used to measure accomplishment.

Appraisal: Comparing actual with expected performance that results in timely /correctiveaction.

Deployment of Resources: Establishing and delegating areas of responsibility and authority for critical factors. For its strategic planning system, a firm’s strengths and weaknesses can be evaluated on the above dimensions.

Analysis of ‘Financial’ Dimension

A firm’s performance is largely determined through its financial performance like sales revenue, profits net worth, divided pay out, etc. A number of dimensions within finance viz., capital structure, capital budgeting, dividend policy, debt policy, interest cost, credit policies, management of working capital etc., need to be examined to assess a firm’s strengths and weaknesses.

Analysis of the ‘Operations’ Dimensions

The resource conversion process requires operational arrangements. The efficiency of the ‘conversion’ process reflects strengths or weaknesses. Besides conversion, the organisation also needs to transform the products and services through the process of marketing and distribution into liquid or cash resources which are then recycled. Organisational audit, therefore, must include the assessment of corporate strengths and weaknesses in each functional area. In the area of marketing, this may mean assessment of factors like familiarity with the industry breadth of the products/services offered, quality of the marketing research, customer pre and after sales service, consumer, loyalty, etc.

Strengths and Weaknesses Profile:

After the corporate audit on three dimensions: management, finance, and operation have been done. Bates and Eldredge suggest consolidation of all these dimensions to develop a profile. This is shown below:

Strengths and Weaknesses Profile

Dimension

Basis of Comparison

Ranking

Existing

Strengths of weaknesses

Management

Financial

Operations

The purpose is to ensure that the strategist is aware of a basis of comparison and its appropriateness to the factor under assessment. Ranking indicates degree of importance of the factor under assessment to the orgnisation’s success. All critical factors should have a ranking in one in their respective dimensions. A brief description of what exists.

Strengths or weaknesses are coded as follows: 0- neutral; +=strength, and the more pluses, the greater the strength; -weakness and the more minuses, the greater the weakness. The profile gives a quick view of the total situation as well as the criteria which an analyst has used to arrive at conclusions. By ranking, it also helps in focusing attention on more important rather than less important factor.

The Grid Approach:

The earlier framework of Bates and Eldredge suggested a diagnosis around three dimensions: Management, Finance, Operations. Almost a similar approach has been suggested by Ansoff. This is shown below:

GRID for Organization Audit

Facilities Equipment

Personnel Skills

Organisational capabilities

Management capabilities

General Management & Finance

R&D

Operations

Marketing

Warehousing Retail outlets Sales Offices Transportation equipment Training facilities for sales staff Data processing equipment

Door-to-Door selling Retail selling holesale selling Direct industry selling Dept. of Defense selling Cross-industry selling Applications engineering Advertising Sales promotion Servicing Contract administration Sales analysis Data analysis Forecasting Computer modelling Product Planning Background of people Corporate culture

Direct sales

Distributor chain Retail chain Consumer service organisation Industrial service organisation Dept. of Defense product support Inventory distribution & Control Ability to make quick response to customer requirements Ability to adapt to socio-political upheavals in the market place Loyal set of customers Cordial relations with media and channels Flexibility in all phases of corporate life Consumer financing Discount policy Team work Product quality

Industrial marketing Consumer merchandising Dept. of Defense marketing State and municipality marketing Well-informed and respective management Large customer base Decentralized control Favourable public image Future orientation Ethical standards

The ‘rows’ contain various functions and the ‘columns’ capabilities. With the help of comprehensive checklist, you can identify the relevant characteristics for a firm vis-à-vis various functions.

The 7 ‘S’ Framework:

The 7 ‘S’ framework can be used both all the corporate level as well as at the functional level. One such matrix for the corporate level is shown below:

The 7 ‘S’ Framework Functions

Dimension

Marketing

Finance

Human Resources

Production

1. Strategy

2. Structure

3. Systems

4. Shared Values

5. Skills

6. Style

7. Staff

a) The level at which the exercise of corporate audits (strengths and weaknesses) is being performed.

b) The ‘characteristics’ which are being examined i.e. approach to planning, management culture, marketing management, distribution system etc.

c) The ‘use’ which management wants to make of the strengths and weaknesses analysis. If the idea is to reformulate a corporate strategy, management may employ two or three frameworks to have different viewpoints for the total organisation. If the use is ‘gap analysis’ in some specific functional area, it may confine to only one framework, using the various ‘measures’ to come to sound decisions.

The framework suggests that there is a multiplicity of factors that influence an organisation’s ability to change and its proper mode of change. Because of the interconnectedness of the variables it would be difficult to make significant progress in one area without making progress in the others as well. Organisational change may be understood to be a complex relationship between strategy, structure, systems, style, skills, staff and superordinate goals.
Strategy and Super ordinate Goals- The concept of strategy includes purposes, mission, objectives, goals and major action plans and policies. Super ordinate goals may be considered to be the equivalent of the term organisational purposes. Super ordinate goals refer to a set of values and aspirations that goes beyond the conventional formal statement of corporate objectives. Superordinate goals are the fundamental ideas around which a business is built. They are its main values.
Structure- The design of organisation structure is a critical task of the top management of an organisation.Organisational structure refers to the relatively more durable organisational arrangements and Relationships. It prescribes the formal relationships among various positions and activities.
Systems- refers to all the rules, regulations and procedures, both formal and informal that complement the organisation structure. This includes production planning and control systems, cost accounting procedures, capital budgeting systems, recruitment, training and development systems, planning and budgeting systems, etc.,
Style- The style of an organisation becomes evident through the patterns of actions taken by member of the top management over a period of time. The aspects of business most emphasised by members of the top management tend to be given more attention by people down in the organisation.
Staff- is the process of acquiring human resources for the organisation and assuring that they have the potential to contribute to the achievement of the organisation’s goals.
Skills- is one of the most crucial attributes or capabilities of an organisation. The term skills include those characteristics which most people use to describe a company. These are developed over a period of time and are a result of the interaction of a number of factors: performing certain tasks successfully over a period of time, the kind of people in the organisation, the top management style, the organisation structure, the management systems, the external environmental influences etc., Hence, when organisations make a strategic shift it becomes necessary to consciously build new skills.

MATCHING STRENGTHS AND WEAKNESSES:

The purpose is to arrive at a ‘match’ between corporate strengths and environmental opportunities for competitive advantage. The purpose is to improve corporate performance. A simple but powerful question to keep us on the right track, lest the exercise becomes unwieldy and an end in itself is to ask: ‘so what’?

SUMMARY:

The analysis of corporate capabilities and weaknesses becomes a pre-requisite for successful formulation and reformulation of corporate strategies. This analysis can be done at various levels: functional, divisional and corporate. The classification of an item or characteristic in terms of strength and weakness can be done on the basis of some criteria

God's People Have No Love of Money

Money is what makes this world operate. An individual in this world can have an extremely hard time finding food, shelter, clothing, entertainment and many other things without having money. An individual without money knows very well how hard it can be to do even the simplest tasks without having money. In this world, money rules and it is what makes the world work. In fact, money is actually loved by most people in this world and is widely viewed as the most important thing an individual could possibly have. However, for God’s people, money should not be viewed as the most important thing to have and it should definitely not be loved.

Money in the bible is a very important subject and God has clearly explained to us over and over again how we need to view money in order to be his people. True people of God will obey only him and will serve only him. Corrupt “people of God” will ignore what he has told us about money and will actually serve and love their money. A lot of this corruption actually comes from the many corrupt religions that exist. Many churches are actually so corrupt that they will not even preach or teach anything on the subject of money. In fact, many churches and pastors operate because of one thing- money. It is like a business for them and they will only preach what is pleasing to the majority of their members. They know that if they would preach true bible teachings that they would lose many members and it would be difficult to get new members also which would cause them to lose money. So what is the truth about money in the bible and how should God’s people act in regards to money?

The bible is filled with scriptures showing us how we need to view money and how to act in regards to it. The well known biblical scripture that most people have heard of can be found at 1 Timothy 6:10. There the Apostle Paul says that the love of money is the root of all evil. He did not say that money itself was the root of all evil. He said the “love” of money was the root of all evil. And this scripture is correct too. Money itself can come in many types and forms whether it be paper, metals, commodities, certificates, credit, electronic funds, or other material possessions. All the different types and forms of money are not the root of evil themselves. However, all evil comes when people love money. This same love of money is what gives money it’s value and such importance in our world. Without this love then money would be worthless. This love of money has caused countless arguments, fights and murders around the world since way back in bible times(James 4:1-4). This love of money causes hunger, homelessness and death throughout our world every single minute. This love of money causes people to deceive, steal and rob from one another(1 Timothy 6:9). This love of money is the cause for many of the world’s health problems that exist. Some examples of this include the Tobacco companies and prescription drug companies that have been selling their products to consumers for many years in order to make large amounts of money and at the same time knowing full well that their products are harmful if used. This love of money is the reason governments and corporations keep destroying our planet. Governments know that if they enact laws that limit the harmful things corporations are allowed to do that it will hurt their economy in the outcome. Corporations do not want to change their old environmentally harmful ways because it will mean they will make less money. Corporations know that the cheapest way to operate is in a way that is harmful to the environment. This love of money is the reason behind the worsening entertainment that comes out every year. Movies and shows both show more violence, blood shed, sex and drugs for one reason only. And that reason is to make consistently more money. Producing entertainment with the same level of evil over and over again would not be as effective as producing entertainment that showed a gradual increase in evil. Producing entertainment this way ensures better ratings and viewers which in turn makes more money. These are just a few examples of how the love of money is the root of evil. There are actually many more examples. So we can know that the Apostle Paul was actually right in what he wrote nearly 2000 years ago in 1 Timothy 6:10, that the love of money is the root of all evil.

There are many other instances in the Holy Bible stating that true people of God should have no love of money. Jesus himself put it very plainly when he said in Luke 16:13 that no servant can serve two masters. Either he will hate the one and love the other, or he will be devoted to the one and despise the other. He also said that a person cannot serve both God and Money. Jesus also said in Mark 10:23-25 that it is very hard for a rich man toenter the kingdom of God. He said that it would be easier for a camel to go through the eye of a needle than for a rich man to enter the kingdom of God. Why would he say such a thing? It is because Jesus knew how much love rich people have for their money. Jesus also said in Matthew 6:19-21 that we should not store up for ourselves riches here on Earth where moths and rust consume and where robbers can break in and steal. However, we should be storing up for ourselves riches in heaven where moths and rust cannot consume and where robbers can not steal. Another example can be found in Hebrews 13:5. There it states that we should be free from the love of money and that we should be content with what we have. True people of God cannot love both God and Money. Neither can true people of god serve both God and Money. These are only a few examples in the Holy Bible showing that true people of God should have no love of money. There are many more examples throughout the bible however that can prove this.

By reading this article, anyone should clearly know and understand how God feels about serving and loving money. If you were somebody who had previously been corrupted by the rest of the world or by a corrupt church, then be happy, because you now have the chance to change your ways before it is too late. If you are somebody who is financially rich then you are being urged not to love your money and be unwilling to part with it. If you have large sums of money stored up please give some to the needy or poor. Give to anyone who is less fortunate than you. There are millions of people worldwide who need it. Even give to anyone who asks of it and do not even expect repayment back(Luke 6:35). Be happy to part with your money. Give up some of your Earthly riches and trade it for heavenly and everlasting riches. Doing these things will certainly not go unnoticed by God. It will show him you love and serve him only and have no love of money.

Kern High Board of Trustees Elect Martha Miller 2010 Priority 1

Martha Miller is Committed to Increasing Graduation and College Preparation Rates

Research clearly indicates that high school dropouts have an extremely high probability of living a life characterized by dependence on public assistance or incarceration or both. I don’t want that outcome for any child, let alone one out of every four. According to the most recent data from the California Dept. of Education, the Kern High School District graduation rate for the 2007-08 school year was 77.4 percent. That means about one in about every four students are not graduating from high school with their class. That is unacceptable. This is like telling a mother that three of her four children are going to do well in life, but the fourth won’t and then asking her to accept it. I can’t accept it.

On the other hand, in the book Creating an Opportunity Society, by researchers Ron Haskins and Isabel Sawhill, the authors state, “individuals who finish high school, work full time and marry before having children are virtually guaranteed a place in the middle class.” Furthermore, they write, “Good jobs are now usually based on knowledge, in turn, has made education and training the motor of both economic mobility and the American economy. For most Americans the path to economic success lies through the schoolhouse door.”

Kern High School District administrators have invested considerable time and resources toward fostering on time graduation for more students. Their efforts have resulted in some recent improvement. I am confident more improvement is ahead. I am not going to try to win votes by “scapegoating” educators, blaming them for disappointing indicators such as graduation rate. I know just how committed our educators – our teachers and administrators – are to student achievement. “On time graduation” is a complex problem that includes factors beyond the school’s reach. This is clearly evident in the state graduation rate for 2007-08 of 80.2 percent. Statewide, one in five students do not graduate with their class. This is a state and local problem. As Trustee I would advocate that the first priority of the Board’s time and decision making be improved “on time” graduation rate. There can be no denying that programs and services to foster improved “on time graduation” present a considerable financial challenge to the District. Remediation, tutorial, counseling and other services to address the needs of struggling students are costly. As a Trustee, my goal would be to ensure that Board time and attention be focused on increasing the availability of funding for such programs.

It is also clear from a look at California Dept. of Education statistics that not enough District students are graduating prepared to succeed in college. This is evident in the percentage of students who graduate having passed the full range of classes required for entrance to a University of California or California State University system campus. According to the California Dept. of Education website data for 2007-08 school year, the most recent year for which data is available, 26.3 percent of the KHSD’s graduates that year completed the UC and CSU’s so-called “A to G” requirements. That is slightly more than one in four students who were able while in high school to pass the requirements required for entrance by California’s two major university systems. It should be noted that this problem of low “A to G” completion is a state wide problem. During the same year, only 33.9 percent of high school graduates completed the “A to G” requirements. The challenge of improved “A to G” completion is also complex. The “A to G” requirements are substantial in number. There are so many that it is difficult for a student to complete all of them under the best of circumstances. And these days, when the state’s annual deficit is more than billion, are not the best of circumstances. The District does not have the funding to provide students much more than five periods of instruction a day. The result is students must often choose between classes that meet their “A to G” completion requirements andenrichment programs such as band, choir, drama and art programs. As a KHSD Trustee, my focus would be on Board attention to increasing the opportunities for students to complete the “A to G” requirements and enjoy a full exploration while in high school of their gifts and interests. To be relevant, the comprehensive high school experience should strongly include ample career exploration and preparation.

An additional indicator of the need to increase the academic rigor of the District’s curriculum is the relatively high percentage of students who are accepted to the state’s university systems but are not sufficiently academically advanced enough to take true college courses their freshman year. Officials at California State University, Bakersfield report a high percentage of incoming freshmen must take remediation courses in English and math their freshman year. This increases the time required to earn a college degree. It can also increase their college costs by thousands of dollars. Graduates of the KHSD have to take remedial courses in college because of schedule limitations resulting from the District’s financial pressures. The District has a limited number of teachers. They can teach only a limited number of classes. As a result, students can take only a limited number of courses. It is very difficult at this point for students to take valuable elective courses in such areas as Career and Technical Education in addition to those courses required for graduation. As Trustee, I would seek opportunities to increase by one the number of classes a student can take in a day, opening the way not only for enhanced college preparation studies but Career and Technical Education classes as well. Those additional opportunities would require additional funding for more teachers. The District has been an extremely responsible steward of its financial resources. The KHSD’s current financial problems originated in Sacramento where legislators play politics with the education of our young people. School district trustees need to put more pressure on those politicians to ignore special interest groups and focus on the kids. As a trustee, I would go to great lengths to ensure county residents are informed of just how responsive our state and federal legislators are to the needs of our children.

Changes Sweeping Mazda Corporation

Mazda Motor Corporation the producer of top-of-the-line OEM Mazda parts has announced recently that they will employ changes that will affect the organization and the personnel. The changes will take effect on June 26, 2007.

Here are the some of the changes that are to be implemented by Mazda Motors Corporation (source: www.mazda.com):

Organizational Changes

Changes in the area of corporate affairs

Goals

- Mazda will effect organizational changes to enrich and enhance the company’s management, based on social responsibility as the foundation for our business activities under our long-term vision. The changes will consolidate various corporate social responsibility (CSR) related activities into a single organization, such as corporate governance, risk management, environmental protection, corporate compliance, human rights enhancement, and social contribution activities—which have been conducted separately until now—and ensure their consistency.

- By separating the internal control promotion and auditing functions within the Internal Auditing Division, we will further improve the efficiency of control activities and ensure a more independent and objective auditing process.

- The Corporate Affairs Div. has been renamed the Corporate Services Div.

- The CSR Promotion Dept. has been newly established within the Corporate Services Div. Partial functions of the Personnel and Labor Affairs Dept., General Affairs Dept., Office of Legal Affairs and Internal Auditing Div. have been transferred and consolidated within it.

- The Internal Auditing Div. has been reorganized and renamed the Global Auditing Dept.

- In line with the organizational changes stated above, the Internal Auditing Div. has been eliminated.

Personnel Changes

The List of Directors, Officers, Auditors

Representative Director Hisakazu Imaki and Chairman of the Board
Representative Director Robert J. Graziano
Representative Director Takashi Yamanouchi
Representative Director David E. Friedman
Director Daniel T. Morris Director Ryoichi Hasegawa
Director Kiyoshi Ozaki
Director Seita Kanai
Director Masaharu Yamaki
Corporate Auditor (Full time) Junichi Yamamoto
Corporate Auditor (Full time) Shigeki Wakamatsu
Corporate Auditor Kenichi Komatsu
Corporate Auditor Ichiro Sakai
Corporate Auditor Isao Akaoka
* President and CEO Hisakazu Imaki
* Executive Vice President Robert J. Graziano Assistant to President;
In charge of China Business, R&D, Marketing, Sales, IT Solution, Quality Assurance and Environment
* Executive Vice President Takashi Yamanouchi Assistant to President;
/>In charge of Corporate Liaison, Purchasing, Administration, Secretariat, Human Resources and Internal Auditing
* Senior Managing Executive Officer David E. Friedman In charge of Corporate Planning and CFO
* Senior Managing Executive Officer Daniel T. Morris In charge of Marketing, Sales and Customer Service
* Senior Managing Executive Officer Ryoichi Hasegawa In charge of Corporate Communications & Liaison and IT Solution; Assistant to the CFO
* Senior Managing Executive Officer Kiyoshi Ozaki In charge of China Business
* Senior Managing Executive Officer Seita Kanai In charge of R&D; President, Mazda Engineering &Technology Co., Ltd.
* Senior Managing Executive Officer Masaharu Yamaki In charge of Production and Business Logistics
Managing Executive Officer Masazumi Wakayama In charge of Domestic Business
Managing Executive Officer Nobuhiro Hayama In charge of R&D Quality and Powertrain Development
Managing Executive Officer James J. O’Sullivan President and CEO, Mazda Motor of America, Inc. (Mazda North American Operations)
Managing Executive Officer Akira Marumoto In charge of Product Planning and Program Management;
General Manager, Product Planning & Business Strategy Div.
Managing Executive Officer Keishi Egawa In charge of Corporate Planning and Financial Services
Managing Executive Officer Toru Oka In charge of Purchasing
Managing Executive Officer Malcolm D. Gough In charge of Overseas Sales and Customer Service
Managing Executive Officer James M. Muir President and CEO, Mazda Motor Europe GmbH
Managing Executive Officer Nobuhide Inamoto In charge of Quality Assurance and Environment
Managing Executive Officer Yasuto Tatsuta General Manager, Production Engineering Div. and President, Toyo Advanced Technologies Co., Ltd.
Executive Officer Satoshi Tachikake President and CEO, Mazda Motor (China) Co., Ltd. and General Manager, China Business Div.
Executive Officer Hirotaka Kanazawa In charge of Vehicle Development and Technical Research Center
Executive Officer Masamichi Kogai President, AutoAlliance (Thailand) Co., Ltd.
Executive Officer Koji Kurosawa In charge of Corporate Services, Risk Management, CSR and Mazda Hospital
Executive Officer Shiro Mikami General Manager, Domestic Business Div.
Executive Officer Kozo Kawakami General Manager, Customer Service Div.
Executive Officer Noriaki Yamada COO, Mazda Motor (China) Co., Ltd.
Executive Officer Toshinori Kusuhashi General Manager, Hiroshima Plant
Executive Officer Yuji Nakamine General Manager, Overseas Sales Div. and President, Mazda South East Asia Ltd.
Executive Officer A. Kumar Galhotra General Manager, Program Management Div.
Executive Officer Hiroshi Yamamoto Sales & Field Operations, Domestic Business Div. and President, Mazda Chuhan Co., Ltd.
Executive Officer Tatsuji Ikeda General Manager, Quality Div.
Executive Officer Minoru Mitsuda General Manager, Human Resources Div.
Executive Officer Masafumi Nakano General Manager, Hofu Plant
Executive Officer Kazuki Imai General Manager, Purchasing Div.

The video response is pics from that fire. Terre Haute Fire Department – 1819 N 8th Street house fire raw video. Filmed by Firefighter Tim Hough. Awesome video, thanks Tim. Terre Haute, Indiana 09-14-07 House fire, Terre Haute Possible Flashover?

Chief Innovation Officer

How do companies rate the importance of your IT dept? Is the IT dept. invisible in the organization? Does the CEO have an understanding of how technology is meeting business objectives? Do your CEO and CFO view the IT dept. as cost centers rather than profit generators? Are you having trouble communicating tech possibilities with other decision makers of the firm?

The role of the CIO as Chief Information Officer is tough and easily misunderstood. Because technology is closely tied to business results, when a million dollar technology project fails, the CIO gets the brunt of the blame while losing the trusts of the CEO and CFO. In addition, many assume that the CIO only oversees operations and technology—but this is old-school thinking. While the job descriptions of most senior executives have remained relatively stable, the CIO has evolved to have greater knowledge of business and finances. This increased responsibility places the CIO in the strategic position to facilitate business technology innovation for the entire company.

Just as technology and business strategies continue to evolve, so must also the leadership roles within an organization. The new CIO extends beyond the walls of IT and has now become a critical asset to the leadership and functions of any enterprise.

The Bridge for Biz-Tech Communication and Alignment:
The CIO is the liaison for business and technology to come together and align their strategies. Because the CIO has knowledge in both technology and business, he has the advantage of communicating clearly with all department heads. Remember, alignment brings in the money, and alignment is a skill that is more social than technical.

The C-Sidekick for Optimization:
All C-level executives are very busy, and the last thing they want to be in is a meeting about technology resources. The CIO identifies how IT saves time and energy, and proactively contributes to achieving the company’s strategic goals. You can only do this by learning the challenges and abilities of each department. Talk with the CEO and department heads, and share how IT will optimize their performances. They have to see what’s in it for them.

Visionary Business IT Leader:
The CIO is a business IT leader. You should not only focus on operations and technology performances, but should also be aware of business productivity and financial management. Always ask, “How is our technology influencing business results?”

Innovation and Revenue Powerhouse:
Under your guidance, the IT department is in charge of delivering value across the entire enterprise. What is value?—simplifying information access to save time, improving IT to meet business objectives, providing cost reductions,increasing revenues, etc. Have the IT dept. be the competitive advantage in your firm.

Conclusion: Lead the Way with an Eye for Innovation

Take note–The role of Chief Innovation Officer is not only reserved for the Chief Information Officer.

Whether you’re the president, CFO, or IT director, those in office should not be limited to traditional expectations of their roles. Rather, you want to evolve your leadership responsibilities to be a dynamic and intuitive presence at your company. Just as how corporations have abandoned hierarchical structures to become horizontal and more agile, it is the responsibility of leaders to create synergy in an organization.

Innovative officers challenge and guide the company to work more efficiently, promoting productive challenges and changes. For success, you need a leader within each department who constantly identifies opportunities for improvements, draws up the best plan and practices that produce business efficiency, and transforms a company to stand strong in today’s global market. As a leader, your ability to be dynamic while remaining committed to your business goals reflects your company’s potential for innovation.

So yes—if it helps, go ahead and give yourself that title as Chief Innovation Officer.