1. Was the Whirlpool plant closing just another “business decision‚” or did it carry with it social and ethical responsibilities and implications? Explain Whirlpool’s decision to close the manufacturing plant in Evansville‚ Indiana was a business decision the company made in response to poor sales. The decision most likely pleased shareholders but had social and ethical implications. The plant closure impacted the lives of an entire community. According to the mayor of Evansville‚ 10‚000 jobs
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Kay Gendron-Guest “Turkle” By.David Carpenter 10/7/2013 Kay Gendron-Guest Turkle By. David Carpenter Guilt is not a simple feeling but is a past event attached with a lesson in a person’s life. In the short story “Turkle” by David Carpenter‚ Elmer the farmer felt tremendous guilt after he told his wife‚ Elsie that he would be taking the children to school no matter the weather. This foolish action not only put his three children in danger but himself as well‚ resulting in
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THE ONE MINUTE MANAGER SUMMARY The one minute manager is a short story which explains the three management procedures or techniques that a manager needs and can use to be the superlative manager that he can be. It begins with a man probing for an effective manager anywhere and everywhere throughout the world. He comes across many of these managers but they are either harsh or pleasant. These harsh managers have the company operational but their employees are not pleased. The nice managers have
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Your 9-year-old child will increasingly express an interest in and be able to take part in family decision-making‚ such as where to go on vacation or what foods to buy for meals. Nine-year-olds also love to plan their days‚ and may enjoy organizing her schedule on a planner. Nine-year-old children are also becoming much more independent‚ and becoming more interested in people and things outside of the immediate family. At the same time‚ 9-year-old children are more capable of handling Parents and
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Observations What are observations? Finding out what children can do & recording it Evidence of child behaviour & development Factual descriptions of child’s actions & language Observations help us to plan ‘next steps’ for children Why do we observe? To inform our planning To review the effectiveness of areas of provision & use of resources To identify learning opportunities and plan relevant & motivating experiences To reflect on our own practise To protect children To develop
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The second is the "One minute praisings". Here the effective leader/manager (think about differences between a manager and a leader) catches the subordinate when he does the right things towards the goal. He then praises the subordinate for the same and builds confidence. Subordinate now knows that he is on right track and is doing right. The third is the "One minute reprimand". Here the "effective manager" scolds and does something like contructive criticism if he comes to know about the wrong
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Republic of the Philippines OFFICE OF THE SANGGUNIANG BARANGAY Barangay 2‚ Bacolod City Minutes of the 2nd Semester Barangay Assembly of the Barangay Council of Barangay 2‚ Bacolod City‚ dated November 9‚ 2012‚ held at Barangay Hall‚ 3:00 p.m. Present: Hon. Emelda J. Banguanga ……………………………Punong Barangay Hon. Ramon E. Jamelo…………………………………Barangay Kagawad Hon. Ben Jake C. Barilla …………………………….. Barangay Kagawad Hon. Victor D. Aliguin…….…………………………...Barangay Kagawad
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One Minute Goal Setting The first secret is One Minute Goals. This involves a meeting of the manager and the employee where goals are agreed on‚ written down in a brief statement‚ and occasionally reviewed to ensure that productivity is occurring. This whole process takes a "minute"‚ which truly means it is a quick meeting‚ however it is not limited to just sixty seconds. The purpose of one minute goal setting is to confirm that responsibilities of each working is understood‚ understanding that
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Can I Have A Minute? A Book Review on: The One Minute Manager By Kenneth Blanchard and Spencer Johnson Submitted by: Brent Michael T. Binayas The One Minute Manager‚ Kenneth Blanchard and Spencer Johnson. New York‚ USA: The Berkley Publishing Group. 1982. ISBN: 0-425-09847-8 I. Introduction Everybody who is a manager or manages people aims to become a good one. Being a good manager is not being an autocratic manager or a democratic manager‚ it’s how to be an effective manager
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was‚ Every 15 Minutes‚ and I was the drunk driver. Beer cans scattered around the pavement; every step I took felt like an eternity‚ a lurch through some kind of dark matter. I kept thinking “this didn’t actually happen‚ this didn’t actually happen‚” but‚ the experience was all too real. I had killed someone. Metaphorically‚ of course‚ she’s fine. I took a seat in my car‚ and mixed the soon-to-be puke‚ a concoction of granola bar and water in my mouth. The waiting began. Five minutes‚ ten‚ twenty
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