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MY MOST UNFORGETTABLE EXPERIENCE LAST SUMMER SEASON
LAST SUMMER MY FAMILY AND I WENT TO TOLOSA, LEYTE. THERE WAS A RESORT THERE WHERE WE ENJOY SWIMMING IN THE POOL AND EATING OUR FOODS. I AM VERY HAPPY AND THANKFUL THAT WE HAD A GET AWAY OUTING WITH MY FAMILY SINCE MY FATHER IS ALWAYS IN CEBU WORKING. MY LITTLE BROTHER AND SISTER LOVES PLAYING THE WATER WITH THE TOYS THAT THEY HAVE BROUGHT. IT WAS ONE OF MY SPECIAL SUMMER SINCE MY FAMILY GOT TO EXPERIENCE FOR THE FIRST TIME AN OUTING LIKE THAT. I HOPE GOD WILL ALWAYS BLESS MY PARENTS SO THAT WE CAN AFFORD ALWAYS A GET AWAY OUTING EVERY SUMMER. AFTER THE SWIMMING, WE GO TO ROBINSONS MALL AND ENJOY IN THE "WORLD OF FUN". WE HAD RIDES AND GAMES AND SO MUCH MORE. I ENJOY SO MUCH OUR EXPERIENCE WITH MY WHOLE COMPLETE FAMILY.
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Case 7: Partnership
R: Hey Jonas, how you doing?
J: Pretty good.
R: I’m so glad you came.
J: Oh yeah, no problem.
R: You know I called you three times today. You know I was a little nervous.
J: Oh yeah, well understandably too, but you know I’m happy to be here.
R: I’m glad. Listen, we have to talk. We are coming into an untenable and uncomfortable situation.
J: I know that I haven’t been handling my end all the time, but…
R: What can I do to help you?
J: I don’t need any help really. I think that everything as it is is OK. I just need to; you know how everything at home is quite busy for me.
R: You have missed several meetings; you didn’t show up when we had our accounting manager come. Please, this is hard for me. Confrontation is one of the hardest things on the planet, especially with you.
J: I don’t really see this as confrontation. I’m sorry if I missed that meeting. I am. I just had my own things to do.
R: But to just not show up?
J: I felt comfortable that you were there. I felt comfortable that you could handle it.
R: That’s great except you never told me you weren’t coming. Plus you missed the payroll – twice.
J: I talked to everybody about it and I was able to alleviate their concerns, they know they are going to get paid.
J: Because I they know they are getting paid and I missed the deadline, and I apologized to all of them and we worked it out. I’m fine, they’re fine and it won’t happen again. I just feel that I can get all the work done; it just may not be as structured as we are talking about. I think it will all get done anyway.
R: I’m afraid that is not true Jonas. Because all getting done means I’m doing it. And I can’t handle anymore. I am totally stressed out here, and what I’m not getting from you is any sense of caring either for me or for the business. I don’t see you making any kind of commitment.
J: Well I am doing the books; I am taking care of the payroll; I am taking care of the shipments in the bookstore; I am doing all that stuff. It’s not like, you are starting to make it sound like I’m just sitting here not doing anything. I’m handling a lot of the work and I know you’re handling a lot of it
R: You are, but I’m handling everything that you are not handling.
J: Listen, I have to pick up Isabelle. I do want to talk to you more about this, but I have to…
R: Can we pick this up this afternoon?
J: Well yeah, yeah. If not this afternoon, I’ll call you tonight and we will talk more, or I will come over. We’ll manage it.
R: Jonas, I’m so glad you’re here.
J: I’m happy to be here Rande.
R: OK, so what kind of solutions have you come up with?
J: We’ll one of the solutions, this is just an idea, take it as you will. I love this bookstore and I want to keep it going and it want it to be as big as it needs to be, as great as the community wants is to be. In thinking that, I have talked it over with Peggy and I think we have decided that the best thing for everybody concerned and to keep our relationship together, which of course, you know I want. And I know you want. I think that I should be able to bow out gracefully and sell my share.
R: I really applaud that decision.
J: But the thing is that I do want to be able to sell it to who I want to sell it to. I think I can get a good amount of money for my share because of the way that they business is growing. And I just want to make it clear to you that I would like to be able to sell my share to who I think would be the best buyer for my share.
R: Well this person wouldn’t be your partner; this person would be my partner.
J: I understand you would have to meet this person.
R: Jonas, you can’t just find someone, anyone. What I need to do is have total say on who is my partner.
J: Well it is my share, and I would like to be able to make what I can from it.
R: I agree I want you to be able to make something from it, but Jonas…
J: I am going to be able to work of this money. This is my future in a sense.
R: Jonas, I get first dibs on buying you out, not another partner.
J: But you can’t buy me out.
R: Oh, but I can. I have already spoken to our attorneys because I didn’t know what you were going to come back with and since you didn’t show up for the meeting 3 days ago, I spoke to Marcel.
J: You can’t buy me out because I am legally allowed to sell it to the highest bidder.
R: No that is not how our contract reads. Unfortunately there is no dissolution agreement. And in partnership agreements, one partner has the first right of refusal. So it’s up to me first to see if I can raise the funds to buy out your share.
J: I’m not exactly sure about the legalities that you are talking about, and I don’t want to argue with you about it because I don’t know. The truth is that I don’t know the exact things. But I do need to be able to make sure that I can get out of this what I want to get out of this, so I’m going to talk to some people, and then we will find out from there what is possible and I will take what is possible. And I want you to be happy; I really do want you to be happy. I don’t want to leave you hanging with somebody that you don’t want. But I need to work this out for myself and I’m going to talk to some people and I have to go again, I’m sorry. But umm, I just need to get home right now.
J: But I will talk to you more about this. And don’t see it as change that is going to start tomorrow. I’m still devoting whatever I can to this place and I will.
R: Well you are not devoting what you can, you are devoting what you want and that’s what is giving me the stomach ache.
J: That’s not true. I’m devoting what I can. I’m devoting everything I can to this. Listen, let’s just leave it at this for now, and then we will just start the ball rolling and we will see what happens. Ok?
R: At least we are agreed that it’s not working as a partnership. And I would much rather again, have you in my life forever, then have it come to blows. So think of that before you start pulling in other people from the outside, let’s sit down with our attorney.
J: I’ll give it some thought.
R: How is next Monday for you?
J: Well so far I think that’s fine.
R: Fine, then I will set up an appointment with Marcel for next Monday.
J: Ok, alright. I will talk to you later.
R: So this was a very frustrating outcome to this meeting. There is no partnership agreement on the planet that would allow for something like that. It has gotten to a point where he feels so self absorbed that he would even propose something like that is preposterous. It’s a very delicate, tight rope to walk on. You have to figure out to fit in with the friend ship and still stand out a as business partner. It’s a very tricky relationship. Plus the fact that there is a male-female hierarchy here, I am being put in a position of almost being the mother the disciplinarian, which is not a role I fall into very easily. And it was aggravating to not get him to see what he was doing and how he was affecting the business and how he was affecting me. None of which seemed to be a priority for him. I was relying on a friend and expecting life to be fair, and of course it isn’t fair.
Case 6: Negotiation
A: Hi Katherine.
K: Hi Alisa, how are you?
A: I’m good thanks.
K: It was OK coming over here, no problem?
A: Yeah, yeah, no problem. So I called this meeting, I know we are in the final stages of negotiating the contract. Just recently I found out the executives got incredibly large bonuses and I thought there was no more money. This is very frustrating. I didn’t know anything about this. I didn’t understand why I wasn’t notified, basically on such an important point. I’m ready to call the New York Times and scream bloody murder because this is unacceptable for me not to know this important point. And I don’t understand why you wouldn’t tell me the truth.
K: Well I think we should take a step back. I absolutely told you the truth with regard to the wage increase. Across the board there are absolutely no increases to be offered. The money that you’re mentioning is related to bonuses awarded to executives for last year’s performance and came from last year’s budget.
A: I didn’t know about this.
K: Honestly, it’s not something that is part of this negotiation because I do not have the ability to go into last year’s budget to try to help the employees for this year. I’m given a pool of money, which is this year’s money. The fact that certain people have been awarded at year end, a bonus and the fact that this payout may occur at some time during this year is completely unrelated.
A: I should have known this information. If this is something that is a company thing, and I have negotiated in good faith thinking the money is not there, finding out about this, you can imagine how frustrated I am. So I want to know, really I’m not calling you a fibber, but I don’t believe that there is no money. I’m having a hard time wrapping my brain around that.
K: I want to mention two points. First, you are new to this industry, and I don’t want to mention that many times because I want the fact that we are going to be working together or years, I have been doing this for 10 years, and there are things that you are not familiar with and this is one of them.
A: Case in point is that this should have been explained.
K: Absolutely not. That’s my exact point in the opposite.
A: You don’t think I should have known about this important information? It’s money, it’s money. It’s the budget.
K: Absolutely not. And the budget relates to last year’s revenue. Again, we can keep going on this or we can work on the points that can actually help the employees.
A: I think that you are trying to avoid discussing this because you know that it would be an integral part of this discussion.
K: It’s last years numbers, based on revenues from two years ago, when those numbers come in, that bonuses are awarded. It’s completely different. And I must say that I am personally offended that you are now saying that this is in some way, a fraudulent nondisclosure and our company prides itself on full disclosure of its financials and taking care of its employees. You’re going along a very thin line here saying that you’re questioning my ethics.
A: I’m not personally attacking you.
K: Well you’re saying that I didn’t disclose something that relates to another year’s budget and that somehow that is not full disclosure, I just don’t agree.
A: Well see that’s where we keep butting heads, you keep saying the money is last years, but you see the money is still in this year’s budget.
K: It’s not. The payout is this year, out of last year’s budget. The cheques are being cut this year but it’s completely unrelated.
A: I don’t understand that.
K: We’ve had several meetings now; I do understand that the number one point is salary increases. It’s not a matter on negotiating and finding the number, there is no money to be had on salary increases, neither in management or non management is awarded a single dollar. My pay stayed the same, I’m more than happy to show you my pay stub, as well as disclose the fact that it’s just not on the table for negotiation.
A: No thank you, I don’t want to see you pay stub.
K: We’re spending a lot of time on an issue that I have no leeway to change at all.
A: Well what about the bonus that’s going to next year? Why don’t you give that money to the people, as opposed to once again, giving it to the upper management?
K: Well what happens at the end of the year is going to determine if there’s a bonus. The fact that there was a bonus last year does not mandate that there is going to be a bonus this year. I don’t have funds.
A: But there is money waiting around obviously to be given to somebody as a bonus.
K: At year end, if there is money available, depending on how revenues go from now until the end of the year, and depending on the managements’ performance at the end of the year, that’s a determination that can happen. I can’t say right now.
A: Well the dollar amount you’re saying, but it’s clear to me according to the way things have been working that someone is going to get a bonus.
K: And I think that is the wrong assumption. There are years when the company does not do well that it does not award bonuses. We have had years where the company is running negative and bonuses are not awarded. So you’re talking about money that possibly, could be, if revenue turns around, could be awarded at year end. And you and I are going to have a negotiation next year, and if the company does better, we are going to have more money to award the employees.
A: Why can’t it be allocated differently? How can you help me get that money to my workers? That’s the issue here.
K: I think what we need to do, and what we can address and work with, is that there is nothing that can be done on the salary increase. But I can formulate bonus distributions, providing bonuses to the employees based on this year’s revenue.
A: I definitely don’t understand why this wasn’t presented before.
K: Because we were discussing the salaries of the individuals, you came to me wanting a 7% salary increase; there is salary freeze across the board. But I am willing to come to the table and say, the employees, I am very well aware, contribute to the revenues of this company and if they can’t receive it in salary increase, we can take a look at the revenues at year end and we can make an exception, we can work with them on formulating a new type of structure, that has a bonus component.
A: OK, I would definitely like this in writing.
K: What I suggest is that I draft this; I will get this to your desk so that you can review it and then we can meet on Tuesday and not lose much time. And I will get that to your desk by tomorrow morning.
A: Ok that would be fabulous. I really appreciate that, and I hope that it’s a little more smooth sailing.
K: And I do too. It’s really important that the employees feel really good about their jobs and I think we are on the right track to get there.
A: OK, I’d like to think so. Alrighty Katherine.
K: Ok then I will see you on Tuesday and if you don’t get that document by morning, and then just contact my office.
K: I think that she came into a very difficult situation where employees hadn’t seen an increase in 3 years and I don’t think the employees were going to accept another contract without seeing more dollars. I know I was making it very difficult in sticking with my salary freeze. My approach was that she hadn’t come to the table with anything that had scared me yet. I knew very early on that I would have to provide some compensation. I dug my heels in I think because I didn’t want to offer too much too quickly. I made a gamble that she was going to raise some issues that I would really have to deal with, like going to press, bad PR and typical things that happen in a labour negotiation. So I was holding off providing any type of compensation. If I had brought that too early onto the table, and she was still not satisfied with the number and then she had brought up options of going to the press because it’s still not good enough, I then had used up the only I really was prepared to go to. It’s possible that I could have brought up the compensation sooner and it would have gone smoother and ended sooner. However, my fear was that it wasn’t going to be good enough and then I didn’t know where I would have to go from there and I didn’t want to have to give more. I think the executive bonuses were more relevant than I lead her to believe, because money is money, especially to her employees. You can call it anything you want I did take the high road of a CFO type of response saying that they are related to another pool of money. I know that’s not a response that she can really go back with. I didn’t know how to diffuse it because they are huge amounts of money. I could have said that they were already allocated and there were contractual obligations but money is money and the big inequity is very hard to diffuse so I hid it behind a logistic. I was aware of it, but didn’t really know how to make that any softer because in the real world there really is no way of making it softer. One person is making 3 billion dollars and the other is making $5.50 an hour. I am 100% willing to fight for the solution that I offered. As difficult as it was to get to in the meeting, again I was doing a timing issue, the employees are what make the company, and the employees are certainly what make the revenue. I think actually it’s a more fair structure. I think that the bonuses that have been awarded and I would never allow that to come up in a meeting because I represent the company, that the numbers that the executive receives are kind of up there in the ridiculous numbers and that’s just the way society has gone, and that’s just the expectations that these executives have. But the people that make the company, the entry level and the middle management, they keep the company going on a day to day and I think a revenue based compensation structure is the most fair because it takes into account the work that they have contributed to the company relative to the state of the economy. And whatever that yields, it should trickle back down to them so I would absolutely go to bat for it.
Case 5: Ethics
G: Jason, I have such awesome news for you, I’m so glad you’re here. Betsy said that you are going out of town and I was wondering you know, is he going to be here or not because I have such awesome news.
J: Yeah great.
G: I have Bestel who is interested in investing 4 million dollars in this company, immediately. All we have to do is sign a few papers and we are done. Now the chairman of the board, do you remember Jack Schneider? Do you remember when he came in?
J: I do.
G: Ok. So I have known him since I was a kid, he’s almost like an uncle to me. Now he said, basically this is a done deal. Now his shareholders, they don’t get together until 2 weeks after the fourth quarter. But that’s not really a problem because I have talked to him, and worked everything out and done everything that he wanted me to do.
J: does he have to get the shareholders to approve the deal?
G: Well yeah of course.
J: Well how is he going to do that if the quarter ends, he can’t legitimately sign the deal before he gets shareholder approval?
G: Ok, well technically I know what you’re saying, but I’m telling you I know this guy. He’s like, like at thanksgiving and when I was growing up we would have picnics together, and he’s given me the OK. He says he’s got these shareholders on his side, and then he’ll have this meeting that’s kind of a technical problem but other than that, he said he will do it so it’s really not a problem.
J: So if he does that though, are we authorized to go ahead and make this deal. Because obviously there is a lot of pressure in our department right now. I don’t know if you’re going to be here or if I’m going to be here or whatever, so obviously if we can get this through, it will be great. But you know I’m not going to sign the guy’s name just to get it through. So I guess my question is how is he going to legitimately get this signed for us before our quarter ends?
G: OK. He’s chairman of the board so he can make these kinds of decisions. And I know this isn’t exactly perfect procedure, but at this point, I think this is something we both have to look at. I mean I need my job, you need your job, people are expecting their bonuses. I’m just trying to give you a solution. That doesn’t mean that everything is going to be to the letter, perfectly done, according to every single policy that we have, but it does mean that it would save this company. And I have this thing sitting here right now and it’s an awesome thing for Bestel, but it’s also an incredible opportunity for us, and you know I think it would be a bit insane to miss it.
J: Well I agree, obviously I would like to get this deal pushed through, make you look like a superstar, helps me out, you know our department is back on track again.
G: So basically we are on the same page here right?
J: Um hum.
G: Ok, so what do I have to do to get you to agree to do this, like within the next few days?
J: Well I think there are two things we need to do. First I want something in writing from you that spells out the details of the deal. And number two, I think it would be a good idea for you and me to get on the phone with Jack and discuss this so that I have a good comfort level going into this.
G: OK well there is nothing about this that is going to be comfortable, we just need to do it because it’s the right thing to do And I don’t understand, like if I put this in writing the whole idea is for you and I to get this done. We’ve known each other for four years, we can get this done. If we tell everyone, then obviously it’s not going to go through, I mean let’s be honest right?
J: Well, I don’t see, why do you think that?
G: Why do I think that? Of course that’s how it’s going to work right?
J: Well I don’t understand why you are so anxious to get this thing pushed through right away.
G: You don’t understand why I’m anxious? Jason, I’m anxious because I want to keep my job. I need my bonus OK; I just bought a new house. I care about the company; I want this to go through.
J: Well you just need to relax and make sure this goes through the right way.
G: I really hate when people tell me to relax. OK the right way is the loser way, it’s not going to work that way.
J: When you first came in here you really made it sound like this is a legitimate thing and now, you’re not changing your tune?
G: I’m not saying that it’s not legitimate; I’m just saying that nobody got ahead by not using a little bit of imagination and not taking a risk. Obviously you’re more conservative than I am. I’m ambitious and I want this thing to go through and I care about the company. And the greater thing is to get this thing through, done deal.
J: I think it’s really not fair that you’re accusing me of not caring about the company, we’ve worked together a long time and you know as well as I do that I have put my heart and soul into this place.
G: OK, then you have to take a risk.
J: I agree. I have 2 things that I really have to worry about. One is making sure that this division is profitable.
G: Oh and how are you doing on that right now?
J: We’re doing horrible as you know. But I have another very big, important part of my job, is to make sure we get things processed properly.
G: Well properly is not the way that this is going to work. I have given you the best deal.
J: I’m a little weary now. You come in here and you have this great deal that is going to work out fine and now you’re changing your tune and saying…
G: Well here you are putting stops on this. That’s not the way to do good business. I want to get this done, I want to save this company, and I want everyone to get their bonuses. I don’t have to do this with you. I can go ahead and step over you and go straight to Ralph. Would you like me to do that, or would you like to do this in the next few days and be a hero to your people. They will get their bonuses, there won’t be any layoffs and our company will be doing great. But right now, you don’t look so good.
J: That’s all well and good and if you feel that strongly about it that you want to go over me, that’s fine. I think if you take some time and think about it, that’s not such a wise move.
G: Who do you know who hasn’t taken a risk? Do you have any mentors that haven’t taken a risk to get something going?
J: You know that I take risks too. We’ve worked together a long time, you know that I have.
G: I just, I think you’re making a big mistake that’s all. I care about you and I want this to go well, and I don’t want you to lose your job.
J: Well you’re giving me mixed signals here. Two minutes ago you said you were going to go over my head and now you’re saying that you care about me. You know, my eyebrow is going to raise over this deal. I can’t figure out, like you know, I have a feeling that there is a lot of pressure on you that you’re feeling now to get this done.
G: Of course I have pressure on me, you have pressure as well, and I mean we’ve got to get it done. And the way I see it, look Jason, it’s really too bad.
J: We have to do this the right way though.
G: We can’t do it the right way; I have been over it with you.
J: Well if it’s not going to go through the right way, I don’t really feel comfortable doing it.
G: Well then you just sit right here and you just wait to do your job but I’m not going to do that. So you have until 10 tonight to let me know if you are on board with this, otherwise I’m going to Ralph. Do you understand what I’m saying? I’m not kidding.
J: You already have my answer, and I don’t appreciate you giving me an ultimatum. My answer is that I need something in writing and I want to get on the phone with you and the guy.
G: Well that’s really too bad.
J: And if you don’t get that to happen, then I’m not signing off on it.
G: I’m not losing the deal.
J: I don’t think the meeting went very well at all. She seemed to be too anxious and too focused on getting her year end bonus and securing her job and saving the department. Obviously she didn’t like what I had to say and vice versa. The biggest thing that worried me was that Gina was so focused and so excited and so worried without really considering the ramifications of the deal. If something got botched up and there was some kind of veto action taken. She just wanted to push it through without considering all of the consequences. The risk of Gina’s plan was that she wanted to push through the contract before it was legitimately approved by the shareholders or just legitimately approved period. I wasn’t willing to sign off on a deal just for the sake of having a deal signed so that the money comes in and we can book that before year end. I guess I needed to find out more details which Gina didn’t seem like she was willing to give up. She basically was trying to sell me to sign off on the deal. There is still a 2 week window where we certainly have time. It didn’t need to get done and signed today, this afternoon or tonight. We certainly could have looked into it to see if there was any alternative to getting it signed or getting it booked before year end. My own opinion about risk is that there is always going to be risk involved. You want to do what you can to minimize it, in any deal that you go into. You don’t want risk to be something that holds something up from being signed and being pushed through. You have the accountants and the lawyers on one hand and the sales people on the other. And the sales people just want to push the contract through and get everything signed. And the accountants and lawyers want to look over every detail in the contract, which slows things down. So you need to get some kind of balance there. I guess that’s the managers’ role really, is to try to be in between that, in between making sure it’s going to be a responsible deal, and also still getting your sales people to push through and sign deals. In this particular case, I leaned more toward the accountant because who I had in front of me. She was absolutely just trying to sell me on the idea of, you know, I assumed she wanted me to sign off on this thing without even looking it over. As I questioned her more and more we got into more specifics about, you know, about the shareholders were not going to meet until after our quarter ends. And there are just more details that came out that raised red flags as our conversation went on. And you know in that I am definitely playing more the accountant or the auditor and trying to get more information out of her so that I don’t sign something that gets me into trouble.
How I Started my Journey as a Freelancer
By : Toochie T. Bandal
I have always been an employee and this was the mindset I had for almost 26 years. After graduating from college, I immediately applied for work and was lucky enough to get hired after 2 months of job hunting. That was the environment I ever knew existed. I was employed by a company, I work for them, then I get paid. My daily routine was: get up every morning at 5:00 am, prepare breakfast for the family, get my son ready for school, wait for his bus, get myself ready, go to work and brave the rush hour traffic that takes me around 1 ½ hours going to the office - either by public transport/carpooling/or bringing my car, work for around 8-10 hours at the office, then go home at night. By the time I was home, I was exhausted and drained to my bones. There was even a time when I had to bring my kid to work for almost 2 weeks because I couldn’t find a helper – who eventually never came back to work for us. During this time, I was already drained from work and keeping the house all by myself. My son was having problems with his academic standing too. This was the time when my husband and I decided that I should go full time as a homemaker.
So, I filed for early retirement from work and left the banking industry. But I still couldn’t quite give in to the idea of myself being a full-time housewife. I acted as a part-time Financial Advisor for one of the big names in the insurance industry. I was doing well during the first few months, however, the demands of my son’s school limited me from going full blast in insurance. Take note, I was also the head of the Parent-Teacher Association of my son’s class in Grades 9 and 10. Then I finally decided to concentrate on taking care of my family on a full-time basis.
The routine at home is tiring but very fulfilling. However, I noticed that I could still be productive, workwise, while I was at home. This was the time when I did my research on how to be a freelancer working from home.
It is not easy learning again from scratch and training myself for the tasks I am about to face. The freelancing industry is a whole new animal for me. Good thing I had help from different organizations offering trainings, coaching, apprenticeships, etc. on freelancing / virtual assistant services. I am still learning the ropes and hopefully will be able to successfully provide quality service to my clients.
These are the reasons why you should hire a virtual assistant:
• You will be relieved of administrative workload and focus on the important things about your company/business. Low-level tasks like email management, updating schedules, preparing graphic designs, checking your website, etc., should be assigned to someone who can handle all these while you work on growing your business without blowing up your cash flow.
• Virtual assistants (VAs) can help maintain and improve the products and services you offer in the market. They can monitor the product’s performance in the market, gather survey, compare with competitor’s products too. They can be your eyes and ears in the market and throughout your customer base.
• Keep your focus by making sure that your mental health is in check. The nitty-gritty work should be passed on to someone who is capable and who will also keep you sane while you work on the meaty stuff at the office and spend some quality time at home with your family. Some of the common tasks of a VA include, but not limited to:
• Administrative and office support functions;
• Front Desk tasks such as taking phone calls, managing appointments, hotel/venue bookings;
• Email management, sending responses, and filtering;
• Organizing your Google Drive, Dropbox, and other folders;
• Word processing, creating spreadsheets and presentations;
• Research and Data entry; and
• HR tasks
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DYNAMICS OF CHANGE AND LEADERSHIP IN THE WORKPLACE
"Unless you try to do something beyond what you have already mastered, you will never grow." Sometimes in life, rare and unexpected things could really make us adjust to something that we are not used to doing it. Life is a dynamic process that every day we experience change, sometimes it is not obvious or properly observed by our naked eye that probably we tend to feel like there is something new that happened to us.
Change is the only constant in this world, and if we do not allow changes to be imparted in our lives, then there will be no progress or improvement. Just like in business, change is essential, and growth is more vital. Let us try to think into a wider perspective than the word itself that change is renewing something that should not be existed or happening. It’s part of life, and it is an opportunity to develop and improve something that is existing but lacking.
The given presentation was a bit informative, and it expounds on the basic concepts of how people tend to cope with change. And I assert that these basic concepts are a bit necessary to understand more concepts in dealing the business world. The first way of coping to change is escape coping which merely not a good thing to be followed because it is based on avoidance, and most of the time you take deliberate actions to avoid the difficulties of the change. Probably, it is thinking less beyond the limit of more possibilities because you are escaping the mere fact that change brought something that you were not benefited. That's why most people take it seriously, and when they can't even control it then suddenly they feel depressed or belittled then as a result, it causes pessimism sometimes depression for others. On the other hand, control coping is positive and proactive. You refuse to behave like a victim of change. Instead, you manage your feelings, get support, and do whatever you can to be part of the change. In reality, most of us respond to major changes with a mixture of escape and control coping. But control coping is generally the better option, as it is impossible to avoid the reality of change for long without becoming exhausted or damaging your reputation. Change can be difficult because it can challenge how we think and the way how we see things in our dispositions, how we work, and perform a task which is basically part of our routines, and the quality of relationships to others, and even our physical security or sense of identity.
The presentation also tackles about the four stages of reacting to change, the way how we feel about the change, and how we deal and overcome the situation. The stage of shocks and disorientation tells about experiencing a sudden, big change can feel like a physical blow. Which in the first place or in the initial stage, you'll likely feel confused and uncertain. Your first priority should be to seek reliable information and to make sense of the situation. Probably you need to seek other people's similar experiences and talk through your concerns with family and friends to find support and comfort. Assuring that you distance yourself from gossip and rumors which are baseless and negative to the point that it will likely cause you more pain, and anxiety, not less. And at this stage, you'll likely not reach any firm conclusions but as much as possible try to remain as positive as you can. The second stage focuses on anger and other emotional responses. Initial disorientation at the prospect of change usually gives way to a wave of strong emotions. Sometimes we might be angry about a downgrade of your role, or fearful about the impact that a layoff will have on your family. In the middle of the run, you may find yourself swinging between optimism and pessimism. But this is quite natural, and it's a normal step on the way to resolving your situation. It is important to avoid suppressing your emotions but it's equally key to manage them. Therefore acknowledging how you feel is quite important, but be sure to assess what you can express openly such as accepting general comments about a project's progress and what you should probably keep to yourself or embarrassed if you find yourself in tears at work. This is a natural reaction to the uncertainty and confusion that often follows a sudden change. Coming to terms with "New Normal" is the center point of the third stage. This stage diverts your focus into likely to shift away from what you've lost and towards what's new. The process might be slow and you might find yourself reluctant to acknowledge it, but it's an essential part of coping with change. The ultimate key here is to make a commitment to move on. Pick yourself in the process and start to explore more deeply what the change means. Your instinct may be to behave and unwilling to cooperate but this may lead yourself and others harm. Search and emphasize the positive aspects of your developing situation. During this time be patient because coming to terms with a change is a gradual process. The last stage is acceptance and moving forward. The stage when you come to fully accept your changed circumstance. Acceptance does not mean giving up your former situation because you still have valuable memories, skills, and relationships to carry forward, but the point is you’re moving on, whether in career or in your wider life. Try to draw a personal statement that serves as a strong and positive mantra to stay on track. Then set yourself goals to create an action plan to make the most of your new situation.
Overall, in life, we experience sudden downfall and sometimes stumble along with our ways. Change is inevitable and whether we like it or not it is already an inculcated process of life itself. We may think and feel the same way that we don't want to change ourselves or something within us just to show our deep imparted principles in life and our attitude but sometimes it is okay to adopt change and to be with the change alongside in the process because some way or another change might be a way to renew what is wrong and fulfill what is something lacking into us. It is like change is a kind of redirection that may re-assess ourselves and refocuses our goals in life to be back on track. Never let your emotions decide the pace of your life. Always remember that the best way to cope with change is by building up your resilience skills to quickly recover from any difficulties and toughness of life. Also, be transparent because it is vital to avoid pretending that everything is fine because it brings toxicity within ourselves and might as well it will affect our mindset. So if you find yourself regressing, give yourself a time to recover after all this is not a race but it is a battle of survival. People are more likely to progress through these stages successfully if they acknowledge their feelings, explore the facts, stay positive, draw on their support networks, and give themselves a time to accept.
GENDER EQUALITY AND WOMEN EMPOWERMENT
"It is time that we see gender as a spectrum instead of two sets of opposing ideals," said Emma Watson. A country that is fulfilled with unity and harmony by its people regardless of gender roles can achieve progress and development. People are one important aspect of the country or state because they are the salient element where they obviously sustain the emptiness of the country itself, meaning people provide manpower for the government and making the state as lively as it is.
Over the years, Gender inequality has been one of the major sources of the problem where both people labeled as men and women opposed and lead to conflicts, misunderstandings, and chaos. Living in the patriarchal standards of society, women are being oppressed and suppressed with high opportunities compared to men because basically, men are socially and physically able. Gender equality is a right that every human being must be benefited whether men or women, it must be fair and equal to all access to opportunities and job. Gender equality is not a privilege that only certain groups of people or races with the same gender can have, but it is for all. The rights of every woman should be emphasized because it does not only give them opportunities to reach their very potential in which, it is very critical not only for meeting the wide range of international and development goals but for attaining gender equality. Considering the gender word itself, it describes the socially-constructed roles and responsibilities that societies consider appropriateness for both men and women. The scope of gender equality covers the wide aspects for both men and women to be equally empowered with power, opportunities for financial independence, education, and personal development. Once a woman's critical aspect of achieving gender equality is being recognized woman's sense of self-worth, decision-making power, access to opportunities and resources, the power to control her life inside and outside the home, and her ability to effect change increases. Meanwhile, the gender issues do not only focus on women but rather alongside the story there are also recurring issues that men are experiencing.
One thing that could be a center of focus on gender equality is in the education area. Some countries in a developing world provide access to education prioritizing boys because of the deal with financial instability, lacking resources, school fees, and many more are some issues which contributes to the major controversial problem on gender equality because girls are being deprived of their full potential to achieve the right opportunity for them and their right to education. But due to certain reasons, girls are still being labeled as house agents where they tend to allocate most of their time doing households, doing chores, taking care of and serving their husbands and families, and raising their children. Let us consider the fact that once a girl is being educated, she might have the guts to achieve self-confidence, successful work and career, postponed marriage, raise a small family, have healthier children, and send them to school. And if it's the case, she might have the dwelling enthusiasm in participating in political processes, more opportunities to earn an income and be free from STD's. Another important area is women's health and safety, which is an impactful increasing issue for them. This is totally related to women, which are having totally fewer opportunities in health education, unequal power to a sexual partnership as a result of gender-based violence. Maternal health, prenatal and infant care are some issues that women are facing due to limited access in which causally brings women to complications during pregnancy and childbirth. And most of the time, these are evident to women who were already having a family before the age of 18. Quality maternal health care is necessary and part of women's necessity to actively make themselves as decision-makers to take care of themselves and for their child. There are still major aspects or areas where women are generally less important or less recognized, especially in economic and political empowerment like there are still places where they are deprived to own their inherit land and wealth, discrimination for job opportunities, earn income and move to a certain workplace. It is still evident that women lack self-empowerment that they still are underrepresented as decision-makers.
Overall, "Feminism isn't about making women strong. Women are already strong. It's about changing the way the world perceives that strength." said G.D. Anderson. For all of us living in the comforts of women's who were already part of our lives, we must not forget that they also need to be recognized and be appreciated in a way that they can also express their own identity, their full potential, and free will to participate in a certain movement or activity. Some who are totally misogynistic must erase this kind of mindset and learn to accept that women are the best assets that the world could have not for what they do or what they have but for who they really are as a person with rights and as a human full of integrity.
ORGANIZATIONAL BEHAVIOR: HUMAN BEHAVIOR AT WORK
"People tend to be very effective at managing relationships when they can understand and control their own emotions and can empathize with the feelings of others," said Daniel Goleman. I assert this idea because I think that if we want to be productive then we must learn how to wear the shoes of the others. Working in an organization does not embody the mindset of "me" but rather the "we" and "us". To arrive at our target goal one must respect the opinion and shared idea of the other so that it'll arrive up to many options. Options that would probably help and provide easy access to solutions. Working and being in a group must display oneness rather than dividedness because that would probably worsen the situation.
Organizational behavior is the systematic study and careful application of knowledge about how people as individuals and as groups act within organizations. It strives to identify ways in which people can act more effectively. Organizational behavior provides a useful set of tools at many levels of analysis. It also aids their understanding of the complexities involved in interpersonal relations, when two people (two co-workers or a superior-subordinate pair) interact. Working in an organization requires a strongly built foundation of connections and good relationships with the other co-workers. It imposes communications and understanding about a certain fact especially dealing with assigned projects or reports. The essence of good organizational management is by knowing the character and the attitude of the workers. It involves a grasp knowledge of their personality where behavior plays a certain role. Moreover, applying behavior is not that enough to sustain a good environment in working but rather there should be a presence of unity and camaraderie to achieve the common goal.
The book which is entitled Organizational Behavior: Human Behavior at Work is very informative to the extent that it allows and discusses strategies and pedagogies for good organizational management. Hence it is very effective and relevant for running such organizations. This book pulls together the best and most current knowledge, and it provides rich insights into people at work meaning experts with their experiences in their field of expertise in all kinds of situations and organizations. By contrast, this book makes a major effort to include numerous examples of real-life situations, as well as providing extensive lists of practical suggestions that can guide managers for years into the future. The book is characterized by its applied orientation, including a variety of end-of-chapter experiential approaches that encourage readers to reflect on what they have read and engage in self-examination. At the same time, this book is written in part to encourage and promote the development of thought processes by students. Business leaders continually admonish younger managers to think critically to ask penetrating questions, examine underlying assumptions, search for probable unintended consequences, be sensitive to the agendas and motivations of others, balance the needs of different stakeholders, and even challenge the mental models and theories espoused by others.
Useful practice in critical thinking can be gained while reading this book as you search for behavioral insights, derive conclusions from material read, and challenge the utility of various concepts. We have quickly learned that not all behavior whether our own, our managers, or that of our workmates is entirely rational. And we may have pondered a series of questions about what we saw and felt but there are certain reasons why it is happening. One major strength of organizational behavior is its interdisciplinary nature. It integrates the behavioral sciences (the systematic body of knowledge pertaining to why and how people behave as they do) with other social sciences that can contribute to the subject. It applies from these disciplines any ideas that will improve the relationships between people and organizations. Its interdisciplinary nature is similar to that of medicine, which applies knowledge from the physical, biological, and social sciences into a workable medical practice. Most people behave as they do at work because there are work etiquettes to be followed inside the workplace. Every worker must obey what has been imposed or even implemented by the management because it is their own way establishing organizational management and of actively monitoring individual performances of the workers in their specific fields.
As per discussed in the book, organization are complex systems thus it effectively combines people and science or what so-called as humanity and technology. With the invention of science for almost a past century, it provides rapid discoveries and improvements thus mastering technology is difficult enough and it requires knowledge and enough skills. Human behavior in organizations is sometimes unpredictable because the behavior of colleagues, managers, and customers arises from their deep-seated needs, lifetime experiences, and personal value systems. However, human behavior in an organization can be partially understood by studying and applying the frameworks of behavioral science, management, and other disciplines; exploring the various facets of such behavior is the objective of this book. There are no perfect solutions to organizational problems. However, employees can increase their understanding and skills so that work relationships can be substantially upgraded. The task is challenging, but the results are worthwhile. There are many factors why there is a wide gap of cooperation on work and probably the reason why other employees withdraw from their works most commonly are the uncooperative colleague that may limit one's performance and effectiveness, the behavior of the manager may sometimes be difficult to understand. Whether these behaviors are acceptable or not these don't have the luxury of not working with or relating to other people. Therefore, a good employee must learn about human behavior, explore how to improve and develop interpersonal skills, and begin to manage relationships with others at work. These are areas where knowledge of organizational behavior can make a significant contribution to effectiveness.
The book provides pieces of information that drive our minds and inspired our passion for organizational behaviors. It generally gives necessary viewpoints and backgrounds as to what organizational behaviors and how it is applied in the workplace. The structure or the relationship of people is quite essential in the workplace and, it is probably the most salient aspect in an organization together with communication and proper engagement. To work for an organization also implies trust within or among co-workers, and it's because you are in one place, then you must work hand in hand collaboratively. As a worker, you must display positive vibes to eliminate pressure and competition inside the workplace. Remember to embody the goals, vision, and mission of the organization for you to be on track. Part of the organizational behavior is a thorough understanding of one's emotions and outlook. Understanding and empathizing are key factors to positively engage among others at work.
In the World of Math
What makes Math an interesting subject? This is a question that many ask.
From what you see, Math is everywhere and is incredibly important in our day to day lives and without realizing it, we use math concepts most of the time. With what we eat, drink and see everything has been calculated and formulated using math. Without it, our world would be missing a key part in its composition and would be nothing.
Many times math seems unexciting because people don't know or find hard but they didn't realize they are already using it. There are lot of ways people use math unknowingly:
a.) Paying for fair and foods - when paying , you compute how much you need to give for your fair and food.
b.) Watching drama series - you calculate how many days you will be waiting till the next episode.
c.) Cooking food - when you cook you use a lot of math. You have to measure all ingredients and divide the food according to the number of people who will be sharing the food.
d.) Travelling - you estimate how far the place and how much time you need to travel.
See? That's all about Math. Interesting right? So, just give it a try and you will find yourself loving Math.