Imagine your organization as a support group

Photography composition - Your photo as a story Photo composition rules • Rule of Thirds • Golden Section rule • Diagonal rule Tips for beginners Photo composition software • Photo Print Pilot - Photo printing software • Composition Pilot - Make your stories come true! "If you, an artist, the one who cannot manage figures, you look like an orator who cannot manage words." Leonardo da Vinci Photo composition rules What is a photograph? It is a story. What is a story? It is is a series of sentences connected to each other. The same is true about photography. To create a photograph, it is not enough just to take an image of something. The first impression from a photograph is determined by the composition balance of an image. To increase the expressiveness of your digital pictures, apply the picture composition rules while taking the photos or modeling their edges. Rule of Thirds The Rule of Thirds is based on the fact that the human eye is naturally drawn to a point about two-thirds up a page. Crop your photo so that the main subjects are located around one of the intersection points rather than in the center of the image: Your landscapes will be optimally pleasing to the eye if you apply the Rule of Thirds when you place your horizon line. If the area of interest is land or water, the horizon line will usually be two-thirds up from the bottom. Alternately, if the sky is the area of emphasis, the horizon line may be one-third up from the bottom, leaving the sky to take up the top two-thirds of the picture: Golden Section rule It has been found that certain points in a picture's composition automatically attract the viewer's attention. Similarly, many natural or man-made objects and scenes with certain proportions (whether by chance or by design) automatically please us. Leonardo da Vinci investigated the principle that underlies our notions of beauty and harmony and called it the Golden Section. Long before Leonardo, however, Babylonian, Egyptian, and ancient Greek masters also applied the Golden Section proportion in architecture and art. To get a clearer sense of these special "Golden" composition points, imagine a picture divided into nine unequal parts with four lines. Each line is drawn so that the width of the resulting small part of the image relates to that of the big part exactly as the width of the whole image relates to the width of the big part. Points where the lines intersect are the "golden" points of the picture: Diagonal rule One side of the picture is divided into two, and then each half is divided into three parts. The adjacent side is divided so that the lines connecting the resulting points form a diagonal frame. According to the Diagonal Rule, important elements of the picture should be placed along these diagonals: Linear elements, such as roads, waterways, and fences placed diagonally, are generally perceived as more dynamic than horizontally placed ones: Tips for beginners Hold your camera at the main object's level. Taking a picture from above or below brings in the photo an element of exertion. Ordinarily, the main source of light should be placed behind you. To take a picture with the light between you and the object is the task for a specialist. Use a dark background for taking a picture of a light object, or, alternatively, a light background for doing so of a dark object. Note though, that the absolutely white background causes flare effect that leads to reducing the contrast of a taken picture. When the main object of an image is located on the long shot, the whole Imagine your organization as a support group Imagine your organization as a support group Bởi: Joe Tye “The single most powerful predictor of the ability to withstand and rebound from adversity is the perceived support of others The resilient leader should keep this in mind and strive to build a resilient culture.” George Everly and Douglas Strouse: The Secrets of Resilient Leadership: When Failure is Not an Option I’ve spent many evenings over coffee and cookies with members of support groups It’s amazing how often real magic occurs in these meetings When people leave, they still have cancer, they are still addicted, the child they’ve lost still isn’t ever coming back to them But they have renewed hope and courage, new ideas and new friends The problem didn’t go away, but their ability to cope with the problem was strengthened, and they were uplifted in the process I often wonder why the workplace can’t be like that What would it be like to work in a place where there was such a spirit of fellowship that at the end of the day everyone would go home physically tired and mentally drained because they’ve been working hard all day, but emotionally and spiritually uplifted by the support of a caring boss and coworkers? Wouldn’t it be great to work in such a place? Wouldn’t it be great to work in an organization where the culture encouraged everyone to have a positive self-image, that promoted constructive self-talk, and that inspired self-belief Take a look in the mirror: the lion looking back at you is the person who can get that started 1/1 Managing Your Suppliers as a Resource Introduction Several years ago, I visited Camco, GE's appliance manufacturing and distribution business unit in Canada. Camco was the site of one of the earliest, most successful, make-to-order manufacturing systems in the world. Through insight and innovation, Camco's managers developed a manufacturing process that was widely followed. I recall the manager of the manufacturing unit telling me that their suppliers were one of their most valuable resources, but they had not realized it until they engaged them in the new system. To the surprise of Camco's managers, many of their most important suppliers quickly adopted the make-to-order system in their own businesses, significantly compressing cycle time throughout the channel, and offered powerful new process innovations that helped Camco in its own business. This discussion came to mind recently when I met with the purchasing group of a major equipment manufacturer. They had identified a number of opportunities to coordinate with their suppliers in mutually beneficial ways. They felt stuck, however, because they did not have the resources to develop these initiatives to the point where they could engage the suppliers in the many opportunities they identified. During the course of the meeting, the purchasing group came to realize that they were not using their suppliers as a resource. Instead, they were tacitly assuming that they would have to create projects to develop ways to instruct the suppliers on how to coordinate with them. By the end of the meeting, a more powerful alternative became clear. Rather than developing their own intercompany processes for their suppliers, they could manage the suppliers and use them as a resource. This involved focusing their efforts on defining clearly what their needs were, and what flexibility they had in their own internal processes. Then, they could invite their best suppliers to engage with them, having the suppliers suggest innovative ways to develop new customer-supplier business efficiencies. This equipment manufacturer was a very important account for many of its most significant suppliers. The suppliers had ample resources to devote to improving their operating ties with this important customer. By using these suppliers as a resource, the company gained an opportunity to leverage its limited supplier management resources, and both the company and its suppliers faced new possibilities for huge mutual gain. Many companies have supplier relationships that are tacitly adversarial. Some have developed supplier management programs which specify expected supplier performance in areas such as on-time deliveries and order-fill rate. These typically involve penalties for deficient performance. But few companies are willing to go through the process of identifying and removing obstacles to efficient joint business processes on both sides of the relationship. Innovative supplier management, using your suppliers as a resource, allows both companies to move past the traditional adversarial relationship toward a partnership with deep mutual value creation. Innovative supplier management In Japan, supplier management is viewed as an essential management function. Suppliers are viewed as the "hidden factory." This perspective is largely missing in all too many companies. In many companies, the cost of materials and components exceeds the internal value-added through manufacturing or assembly. Yet the fundamental nature of staffing and process improvement for internal projects versus external, supplier-related projects is often hugely different. 10 THINGS EVERY BOARD MEMBER NEEDS TO KNOW by Vincent Hyman Your Role As a Board Member Evaluating the Executive Director Second Edition, 2011 [...]... Performance Survey Carter McNamara’s well known nonprofit site, ManagementHelp.Org, provides a basic but helpful starting template It can be viewed at: www.managementhelp.org/boards/edvalfrm.htm The Board Café, a free online newsletter for boards at www.boardcafe.org,, offers a third template: http://www.compasspoint.org/boardcafe/details php?id=74 There are many other sample surveys available; a simple... avoid these • Procrastination The board delays the evaluation for a meeting, then another, and then another… • Accentuating only the negative The board focuses only on problems, neglecting the executive s accomplishments 10 Avoid Common Problems 21 22 • Accentuating only the positive Fearing conflict, board members sugarcoat their concerns, and add a creamy nougat filling of vague praise for good measure... combines the methods we’ve described in this booklet At FZT, the board chair conducts the evaluation of the executive director The executive director fills out a self-evaluation form that contains goals from the previous year’s evaluation The goals are a combination of organizational performance and individual improvement goals The chair then contacts a range of other board members and some staff to... individual or group charged with compiling and summarizing the results of external data collection and organizational reports should have these documents fully prepared before the meeting, so that all can see the actual data The review meeting Once the board has prepared its overall expectations and review, it’s time to meet with the executive Some boards have the board chair alone conduct the actual review... adjustments, the board s rigid adherence to criteria that no longer fit only sends the message that the executive should focus on the board s directives at the expense of organizational effectiveness It’s also a cue that the board s directives may be too narrow and inflexible • Delaying feedback The executive director needs to hear board feedback when the board has it The formal evaluation should be a place... Others use the executive committee, the personnel committee, or the full board Larger boards can have difficulty reaching consensus, and, if not managed well, can appear to “gang up” on the executive director At the same time, the board has to decide if it is comfortable leaving the actual evaluation to a sole member or a representative committee 8 Meet with the Executive and Document the Review Evaluation... Degree Performance Appraisal Templates for Questionnaires.” London, Ontario: Nathan Garber & Associates, 2004 http://garberconsulting.com/360_degree_questionnaire.pdf Masaoka, Jan “Annual Evaluation of the Executive Director, ” referenced at http://www.uwkc.org/nonprofit/governance/edeval/Annual%20Evaluation%20of%2 0the% 2 0Executive% 2 0Director. pdf Masaoka, Jan The Best of the Board Café: Hands-on Solutions... compensation are linked, the amount the board pays the executive does ultimately make a statement about Paul H Brisk Creating your CV as a self marketing tool Download free eBooks at bookboon.com Creating your CV as a self marketing tool © 2011 Paul H Brisk & bookboon.com ISBN 978-87-7681-945-3 Download free eBooks at bookboon.com Creating your CV as a self marketing tool Contents Contents About the Author Introduction Types of CV Structure of the CV in steps 12 4.1 he Personal Proile 12 4.2 Realisation of your skills 36 4.3 Achievements 45 4.4 Educational Qualiications and Personal Development 60 4.5 Hobbies and Interests 64 Examples of CVs 66 Professional CV completed – what next? 111 www.sylvania.com We not reinvent the wheel we reinvent light Fascinating lighting offers an ininite spectrum of possibilities: Innovative technologies and new markets provide both opportunities and challenges An environment in which your expertise is in high demand Enjoy the supportive working atmosphere within our global group and beneit from international career paths Implement sustainable ideas in close cooperation with other specialists and contribute to inluencing our future Come and join us in reinventing light every day Light is OSRAM Download free eBooks at bookboon.com Click on the ad to read more Creating your CV as a self marketing tool About the Author About the Author Paul H Brisk started his career in December 1969 in Leeds, as a junior clerk for the Halifax Building Society in the United Kingdom, this was the biggest Society in the world and remained so until it changed its mutual status to Halifax plc in 1997 In a career of 31 years he undertook various positions, securing his irst step in management by 1976 Promotions at that time took him to a number of diferent locations throughout the country, where he held Managerial positions in the retail arm of the business, together with a period of time specialising in the area Lending Operations and headed up a unit in the disposing of repossession properties in the North of England and Scotland Paul’s last role at the Halifax saw him returning to his home town of Leeds to take up a role as a member of the Senior Management Team in a pioneering Business Centre using the latest worklow and imaging technology He remained there until September 2000 Ater a long and established career, he took some time of to take stock of his life and decide on the future An opportunity arose the following year to join a leading Solicitor’s practice as their Customer Relations Manager which included a wide range of responsibilities including the day to day running of a Call Centre In early 2003, Paul took the bold step of leaving the practice and travelled to Vancouver Island in Canada to stay with close friends and to research and then formulate plans to set up a career consultancy business to support and guide others in the area of job searching In January 2004, Peak Career Consulting was launched and is now run as a family business with his wife Kathy Peak Career Consulting ofers a full range of services to individuals of all ages and industrial backgrounds maximising the job searching techniques of today, playing a key role in showing clients how to market themselves in a professional manner he unique feature of the business is that work with individuals is carried out in their own home, on any day and any time to suit their needs he beneits from feedback received are that they feel more comfortable in their own environment, which in overall terms provides a more relaxed atmosphere and allows fruitful discussion to take place In addition to working with individual clients, Peak has also undertaken work with employability projects where groups of individuals have attended a job searching workshop hey have also provided support in the Education Arena on a local level Key clients have included both the University of Leeds and the University of Bradford More details of Peak, can be Talk about your experiences as a school prefect The classroom is noisy place and the master is not there The children have a tendency to indulge in all sorts of mischief Childish pranks are good but often children tend to quarrel and fight The more healthy and vigorous the children are, the more chances of these fights occur To keep the class under discipline a prefect is appointed by the teacher He becomes an understudy of the teacher only that he doesn’t teach He can order and command the class Other students are afraid of him because he can make a report to the teacher or the headmaster and punishment is sure to follow A prefect need not be a strong health fellow He can even be small build but the teacher knows he is capable of controlling the class A prefect must be a boy of character, doesn’t take sides, must be assertive and stand by his word A prefect can help the teacher in many ways He can bring teaching materials like maps, globes, charts and books to the class He can collect and distribute notebook, library books and exercise books I was chosen prefect I was reticent and had no gang and was attentive in class When at the beginning of the term, the teacher announced my name as prefect there was hush and silence in the class and dozens of pairs of eyes peered at me I stood up and marched to the teacher’s table when he made the announcement There was a mild cheer and I bowed my head and returned to my seat As a prefect I made it a point to be regular and punctual Thank God I was enjoying good health, so there was mo need for absenteeism I chose four of my classmates as my helpers One to look after the register, the second to look the tidiness of the class, the third to be in charge of the field and spots equipment and fourth was in charge of helping the teacher I was in overall charge besides looking after the library books and aids We had many types of audio-visual aids and I took a keen interest in them I looked after the Bulletin Board to make it lively with newspaper cuttings I would ask a friend of mine who could write in a decent hand to write the daily news Thus I tried to make many useful activities for the class Whenever two boys quarreled and fought I tried to reconcile between them by finding out who the first offender had been and making him apologize to the other There were cases of petty thefts but I always tried to trace the culprit and restore the lost article to the owner The culprit himself would get his due punishment In short, I like the post in which I fared well (Nói kinh nghiệm bạn trưởng trường Các lớp học nơi ồn bậc thầy Các trẻ em có xu hướng thưởng thức tất loại nghịch ngợm Trò đùa trẻ tốt thường trẻ em có xu hướng để cãi chiến đấu Các khỏe mạnh mạnh mẽ trẻ em, hội nhiều chiến đấu xảy Để giữ cho lớp kỷ luật trưởng bổ nhiệm giáo viên Ông trở thành người học để đóng vai trò giáo viên mà ông không dạy Ông đặt hàng huy lớp Các học sinh khác sợ anh anh làm cho báo cáo để giáo viên hiệu trưởng hình phạt chắn làm theo Một trưởng không cần phải người khỏe mạnh Ông chí nhỏ xây dựng giáo viên biết ông khả kiểm soát lớp học Một trưởng phải cậu bé nhân vật, không đứng phía nào, phải đoán đứng lời Một trưởng giúp giáo viên nhiều cách Ông mang lại tài liệu giảng dạy đồ, địa cầu, biểu đồ sách cho lớp học Anh ta thu thập phân phối máy tính xách tay, sách thư viện sách tập Tôi chọn trưởng Tôi kín đáo băng đảng chu đáo lớp Khi vào đầu học kỳ, giáo viên công bố tên trưởng có im lặng im lặng lớp học hàng chục cặp mắt nhìn chằm chằm vào Tôi đứng dậy bước đến bàn giáo viên ông đưa thông báo Có cổ vũ nhẹ cúi đầu trở chỗ ngồi Là trưởng làm cho điểm để thường xuyên Cảm ơn Chúa thưởng thức sức khỏe tốt, nhu mo cho vắng mặt Tôi chọn bốn số bạn lớp người giúp đỡ Một xem xét sau đăng ký, thứ hai để tìm ngăn nắp lớp, thứ ba để phụ trách lĩnh vực điểm thiết bị thứ tư người phụ trách việc giúp đỡ thầy Tôi phụ trách tổng thể bên cạnh chăm sóc sách thư viện viện trợ Chúng có nhiều loại hỗ trợ âm thanh-hình ảnh quan tâm đến