Dmitri Ivanovich Mendeleev

Dmitri Ivanovich Mendeleev was born in Tobolsk, Siberia, on February 7, 1834. Dmitri died January 20,1907 at age 73. He was a blonde haired, blue-eyed boy, and the youngest of 14 children. His mother Maria Korniliev s family settled in Tobolsk in the early 1700 s and introduced paper and glass making to Siberia. Ivan Dmitri s father died when he was a young boy, leaving his wife to support the large family. So Maria had to find work to put the children to school. Maria s family owned a glass factory, allowing her t take over managing the company for a modest wage from which she could support the family. Dmitri being the youngest must have been his mother s favorite child and was provided as many opportunities as she could afford. Form Dmitri s early years, she began to save money for Dmitri to attend the university. He spent many hours in the glass factory his mother operated, learning from the chemist about the concepts behind glass making and from the glass blower about the art of making glass. At age 14, he was attending the Gymnasium in Tobolsk. In that year a second major family tragedy occurred, the glass factory burned down. There was no money to rebuild and the only money was the money saved for Dmitri to go to the university. Maria was not about to give up her dreams for her son. She knew that Dmitri had to go to school on a scholarship. So she paused Dmitri to improve his grades and prepare for entrance exams. Dmitri did not want to or cared about other subjects other then science. He felt that history and Latin were dead subjects and waste of his time. In 1849, the family moved to Moscow. Because of political problems university was reluctant to admit anyone from outside of Moscow. Dmitri s mother did not want to give up here, so the family moved again to St. Petersburg. Dmitri took the entrance exams at Pedagogical Institute. He did not get the best grades but well enough to be admitted to the science teacher-training program on a full scholarship. Maria died shortly after Dmitri s acceptance at St. Petersburg. Shortly after his sister died, both from tuberculosis. Dmitri was now alone. He got tuberculosis also and the doctor told him he had two years to live unless he moves somewhere more suitable. Even with this disease he graduated on time. He had his future planed and did not want to die yet, so he move to Simferopol in the Crimean Peninsula. Between 1859 and 1861 he studied the densities of gases with Regnault, A. P. Borodin and Cannizzaro. These people had great influences in his life. He began to teach back at St. Petersburg in 1863. In 1866 he became known as Professor of Chemistry at the University and was made Doctor of Science. He loved to teach and spent most of his time in his classroom. Lot of his lab work including the periodic table was done on his spare time. In 1863 Dmitri married Feozva Nikitchna Lascheva. They had two children. A boy named Volodya, and a daughter named Olga. Mendeleev never really loved Feoza and spent little time with her. In January 1882 he divorced Feozva so he could marry his niece s best friend Anna Ivanova Popova. She was a lot younger than Dmitri but the town loved each other. They had four children together. He made several publications. Most famous one was Organic Chemistry, which was published in 1861 when he was 27 years old. This book won the Domidov Prize. The first edition of Principles of Chemistry was printed in 1868. Both of these books were classroom texts. His greatest accomplishment was the stating of the Periodic Law and the development of the Periodic table. He felt that there was some type of order to the elements, and spent more than thirteen years of his life collecting data and assembling the concept, initially with the idea of resolving some of the chaos in the field for his students. Dmitri was one of the first modern-day scientists that did not rely on his own work but in scientists around the world in order to receive data that they have collected. Then he used their data along with his own data to arrange the elements according to their properties. By 1869 he assembled detailed descriptions of more then 60 elements. On November 29, 1870 Dmitri took his concept even further by stating that it was possible to predict the properties of undiscovered elements. He then proceeded to make predictions for three new elements and suggested several properties of each, including density, radii, and combining ratios with oxygen, among others. People did not believe his theories. They just ignored it and did not take Dmitri s work seriously. In 1875 when Frenchman Lecoq de Boisbaudran discovered one of the predicted elements with he named Gallium, Dmitri ideas were taken seriously. The other two elements were discovered later and their properties were found to be remarkably similar to those predicted by Mendeleev. He was 35 years old when the initial paper was presented. Throughout the remainder of his life, Dmitri Mendeleev received numerous awards from carious organizations including the Davy Medal from the Royal Society of England in 1882, the Copley Medal, the Society s highest award in 1905. He got honorary degrees from universities around the world. Dmitri Mendeleev s work means a lot to us. Imagine how hard it would have been to memories the elements without a periodic table? I admire Dmitri, because not only for his achievements but the way he achieved them. He had a tough childhood and yet he turned out a brilliant man. Dmitri did not give up his dreams but kept chasing after them.

Why the Modern Project Manager Needs to Comprehend Business Models

Why the Modern Project Manager Needs to Comprehend Business Models Introduction Strategic management literatures have shown the increasing need for corporations to realize the prolonged competitive advantage in the current unpredictable and turbulent business environment.Advertising We will write a custom coursework sample on Why the Modern Project Manager Needs to Comprehend Business Models specifically for you for only $16.05 $11/page Learn More In fact, most discussions and analyses show how modern economies and technology have altered the nature of traditional business models in most companies that range from product to technical corporations. However, modern project managers hardly understand how business models are sustained, appraised, shaped and what they actually denote (Doumeingts Ducq 2001, p.147). Therefore, modern project managers must comprehend business models in order to develop guidelines and frameworks that can help an organization to utilize the resources efficiently for survival and competition. The pot ential and use of business model Research on business models is still an immature field though it has proved its relevance. The key segments where business-models have enhanced are in the formation of apparatus and conceptions that venture supervisors might exploit to transform, evaluate, plan, converse, comprehend, and seize the corporation trade rationales (Jones, 1960). The subsequent sections clearly highlight the generalized reasons why modern project managers must understand the concept of business models.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Sharing and Understanding Modern project managers need to comprehend business models as they assist in sharing and communicating, understanding, visualizing and capturing business logics (Kaplan Norton 1992, p.1). Allocating and conversing Nearly all corporations have trade logics that are supposed to be captured, visua lized, and comprehended. This can only be realized through business models. The knack to distribute and converse such business ideas with shareholders is just a preceding rational outcome. According to Galper (2001, p76) claims, to formalize and express business models in a concrete manner may assist modern project managers in sharing and communicating their business understanding to other shareholders. Such ability is significant to any dialogue among individuals with diverse backgrounds including engineers, system architect and modern project managers (Aguilar-Savà ©n 2004, p.133). Comprehending The current business models have become very complicated especially those that have well-built e-business and ICT elements. The associations between the decisive success factors and different business model elements are not often directly observed (Chesbrough Rosenbloom, 2002). Thus, the social systems modeling process can help modern project managers to understand and identify the relat ionships and appropriate constituents within the specific project domain (Magretta 2002, p.87). Furthermore, within the business models there are visual symbols that can enhance modern project managers understanding of any task that lies ahead.Advertising We will write a custom coursework sample on Why the Modern Project Manager Needs to Comprehend Business Models specifically for you for only $16.05 $11/page Learn More Visualizing Modern project managers are human beings and they are rather incomplete in their capacity to process any multifaceted information (Kaplan Norton 2000, p.171). This can be revealed practically and tentatively. In case business venture data is processed through diagrammatic coordination of trade models it can boost the scale at which the involvedness could be effectively managed. By comprehending business models, modern project managers can use the conceptualization process in capturing the business concepts with minimal effort an d they will be able to present the outcomes graphically (Weill Vitale 2002, p.21). Capturing Even though business models for corporations are simplified symbols of their business concepts, they are hardly described clearly in an abstract manner. Studies show that modern project managers are usually unable to communicate their business models clearly (Weill Vitale, 2001). Besides, since modern project managers draw on diverse intellectual models, they find it difficult to comprehend business models in a similar way. Therefore, a mutual and generic concept that can be used to describe and understand business models is essential. The frameworks offered by business models can serve as a shared language among the shareholders while project managers can use them to carry out what each party comprehends easily (Reich Benbasat 1996, p.55). Analyzing The concept of business models may help project managers to analyze corporate business logics. In fact, through comprehending business model s, modern project managers can be well positioned to understand that the concept is a novel analyzing unit (Mahadevan, 2000).Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Thus, comprehending business models may assist modern project managers in improving the measurement, comparison, and observance of corporate business logics. Measuring Comprehending and capturing business models can help modern project managers to classify appropriate measures that must be followed to improve project management. Such capability may aid in the selection of executive information system indicators that can be used to monitor project strategy execution. This can be via the use of a balanced-scorecard plan that has innovative, internal business and clients as well as business perspectives (Bernus, 2001, p.114). Tracking and observing Corporate business logics are continuously changing due to external and internal pressures. Hence, modern project managers must comprehend business models in a structured way to be able to handle specific issues that eventually change (McKay Radnor, 1998). Comparing Just like an eventual observance of corporate business models, a structured plan might allow modern project managers to evaluate their business models against the ones being held by rival corporations. This is founded on the fact that business models are comparable when they are comprehended in similar ways. When project managers understand and compare their business models to those that other companies have they are better placed to generate some insights that can foster the innovation of business models (Timmers 1998, p.4). Managing According to Rappa (2004, p.33), business models play an important role of improving the firm business management logics. Comprehending business concepts can therefore support current project directors in restructuring the execution, altering, scheduling, and scheming of corporate trade models. With better comprehension of business models, modern project managers can quickly react to any adjustments within business surroundings. Designing It is often difficult to design a business model in which all its elements are coherent and reinforce each other. That is, it is not easy to design a business model where individual elements are optimized in the project. Due to these complexities modern project managers must base the success of their projects on the interactions between each element in the model. This understanding is even compounded by the fact that modern technology that is being adopted in business today adds to the variety of business models that one can imagine (Lechner Hummel, 2002). Conceptualization of a business model that identifies the vital building blocks together with their relationships enables managers to draw a protracted business model. Planning, changing and implementing In situations where business projects require novel model or need to change the present one, conceptualization and visualization of the model would be essential in improving planning, transformation and implementation. In situations where there is evidence that elements can change models can easily be transformed. I ncidentally, Linder and Cantrell (2000) anticipated a change model where transformations taking place in the firm as well as its future profitability are based. Responding Appreciating, planning and putting into practice business models generate the source in which modern managers can suitably respond to the outside demands. Proper understanding of the concept of business model supports modifications that lead to a new form of model (Petrovic Kittl, 2001). This is very important in tentative and fast shifting competitive business environment. Aligning The business model forms the conceptual bridge that aligns the organization of the whole business, strategy, and technologies used. Chesbrough and Rosenbloom (2000) assert that business model act as a connecting construct amid expertise and the cost-effective significance of the company. Modern project managers can use the concept of the business model as a significant tool to promote development, advance current business processes an d align information systems (Osterwalder Pigneur, 2003). Improving decision-making The concept of business model enhances communication and understanding of the business logic. Therefore, managers or decision makers can use the business model concept to be more informed and enhance their decision-making process (Hayes Finnegan, 2005). Moreover, the business model has become an innovative component of examination (Sthler, 2002) that is observable and comparable. Business model concept supports classification of new procedures that are essential in decision-making. Prospect Through simulations and portfolios, modern project managers can use the business model to define probable prospect for the firm. The concept of business model is an important tool that supports innovation and prepares the business for the future. It is essential for business managers to apply the concept to drive forward their projects and ensure complete implementation of the undertaken projects. Innovation Modu lar and formal business model is capable of creating and improving changes as well as the increase in response abilities within the company. The business model concepts can promote innovation within organization. Specific sets of elements of a business model together with their interrelationships can become a building block for a very new concept (Burgi Victor, 2004). The designers can experiment and test with these elements to create innovation or very different models. This capability is restricted only by sets of pieces supplied (Beresford, 2001). Amit and Zott (2001) unequivocally understand the concept of business model as a focal point for innovation. Consistent with Mitchell and Coles (2003) assertions, improvements resulting from the concepts of business model add more value to the firm. Portfolios for business models According to the evolutionary theory law of excess diversity by Allen (2001), the firm should maintain a selection of business models to prepare for the futur e. The assertions by this theoretical perspective are that evolutionary strategies of firms require good quantity of diversified internal quality. Allen further suggests that businesses require varied potential strategies to be implemented in volatile and changing environments (Andriani, 2001). Many business models that companies have will enable them to cope with changes in the environment. Simulating and testing Modern project managers always expect the testing and simulating of business models. However, simulations normally do not envisage any prospect. Managers perform simulations and testing as a way of undertaking low-risk investigations without incurring additional organization costs (Sterman, 2000). Testing and simulating business models makes managers to formulate future prospects (Richards Morrison, 2001). Conclusion Business models concept becomes a very important tool for business managers especially at this time when the business environment is volatile and highly comp etitive. The reality is that appropriate application of the business model concept not only enhances the organization capabilities, but also increases its competitiveness. Thus, modern project managers should build business concepts that enhance the realization of future prospects and add more value to the business. Through comprehending business models, modern project managers might have suitable management strategies. References Aguilar-Savà ©n, R 2004, Business process modeling: Review and framework, International Journal of Production Economics, no.90, pp. 129-149. Allen, PM 2001, A complex systems approach to learning in adaptive networks, International Journal of Innovation Management, vol.5 no.2, pp.149-180. Amit, R Zott, C 2001, Value creation in e-business, Strategic Management Journal, vol.22 no.6, pp.493-520. Andriani, P 2001, Diversity, knowledge and complexity theory: some introductory issues, International Journal of Innovation Management, vol.5 no.2, pp.257-274. Ber esford, K 2001, European patents for software, E-commerce and business model inventions, World Patent Information, vol.23 no.3, pp.253-263. Bernus, P 2001, Some thoughts on enterprise modeling, Production Planning Control, vol. 12, pp. 110-118. Burgi, P Victor, B 2004, Case study: modeling how their business really works prepares managers for sudden change, Strategy Leadership, vol.32 no.2, pp.28-34. Chesbrough, H Rosenbloom, RS 2000, The role of the business model in capturing value from innovation: evidence from XEROX Corporation’s technology spinoff companies, Boston, Massachusetts, Harvard Business School. Chesbrough, H Rosenbloom, RS 2002, The role of the business model in capturing value from innovation: evidence from Xerox Corporations technology spin-off companies, Industrial and Corporate Change, vol.11 no.3, pp. 529-555. Doumeingts, G Ducq, Y 2001, Enterprise modeling techniques to improve efficiency of enterprises, Production Planning Control, vol.12, pp.146 -163. Galper, J 2001, Three business models for the stock exchange industry, Journal of Investing, vol. 10 no.1, pp.70-78. Hayes, J Finnegan, P 2005, Assessing the potential of e-business models: towards a framework for assisting decision-makers, European Journal of Operational Research, vol.160 no.2, pp.365-379. Jones, G M 1960, Educators, electrons, and business models: A problem in synthesis, Accounting Review, vo.35 no.4, pp. 619-626. Kaplan, RS Norton, DO 2000, Having trouble with your strategy? Then map it, Harvard Business Review, vol.78 no.5, pp.167-276. Kaplan, RS Norton, DP 1992, The balanced scorecardmeasures that drive performance, Harvard Business Review, vol.70 no.1. Lechner, U Hummel, J 2002, Business models and system architectures of virtual communities: from a sociological phenomenon to peer-to-peer architectures, International Journal of Electronic Commerce, vol.6 no.3, pp.41-53. Linder, J Cantrell, S 2000, Changing business models: surveying the landscape, A ccenture Institute for Strategic Change, vol.4 no.1, pp.22-29. Magretta, J 2002, Why business models matter, Harvard Business Review, vol.80 no.5, pp. 86-92. Mahadevan, B 2000, Business models for Internet-based e-Commerce: An anatomy, California Management Review, vol.42 no.4, pp. 55-69. McKay, A Radnor, Z 1998, A characterization of a business process, International Journal of Operations Production Management, vol.18, p. 924. Mitchell, D Coles, C 2003, The ultimate competitive advantage of continuing business model innovation.† Journal of Business Strategy, vol.24 no.4, pp.15-21. Osterwalder, A Pigneur, Y 2003, Towards strategy and information systems alignment through business model ontology†, Proceedings of the Annual Conference of the Strategic Management Society, vol.34 no.7, pp.6-11. Petrovic, O Kittl, C 2001, Developing business models for e-business, Proceedings of the International Conference on Electronic Commerce, vol.16 no.9, pp.44-54. Rappa, M 2004, Th e utility business model and the future of computing services, IBM Systems Journal, vol. 43 no.1, pp.32-43. Reich, BH Benbasat, I 1996, Measuring the linkage between business and information technology objectives, MIS Quarterly, MIS Quarterly The Society for Information Mgt, vol. 20, p.55. Richards, I Morrison, J 2001, Using flight simulators to build robust dotcom strategies, Working Paper Accenture, vol.4 no.1, pp.14-19. Sthler, P 2002, Business models as a unit of analysis for strategizing, Proceedings of the International Workshop on Business Models, vol.21 no.3, pp.43-61. Sterman, JD 2000, Business dynamics: systems thinking and modeling for a complex world, Boston, McGraw-Hill. Timmers, P 1998, Business models for electronic markets, Journal on Electronic Markets, vol.8 no.2, pp.3-8. Weill, P Vitale, M 2002, What IT infrastructure capabilities are needed to implement e-business models? MIS Quarterly, vol.1 no.1, pp. 17-34. Weill, P Vitale, MR 2001, Place to space: Migrati ng to e-business models, Harvard Business School Press, Boston.

5 Simple Questions To Stay Focused On What Matters

5 Simple Questions To Stay Focused On What Matters If you asked me what the most important core principal at was, I would probably tell you that its our ability to stay focused. This means staying 100% focused on what matters most to our company, customers, and product- no matter what. Of course, this is a learned skill and definitely, easier said than done. When you work in a company with a lot of creative people, there are always a ton of ideas popping up. There is also the temptation to continually chase down those new ideas and make them a reality. After all, were a startup, right? But, chasing down our whims would take us out of focus, and that would be a bad thing for everyone. 5 Simple Questions That Will Help You #StayFocused On What MattersHow We Stay Focused At †¦ Around our office, you’ll hear the phrase â€Å"that’s a thing we could do† at least several times per day. It indicates when we’ve come across an idea that we could work on, but instinctively know we shouldn’t  because it would be out of focus. As a company, we have a roadmap for our product and distinct metrics that were working to improve. If we chased down every idea, theres a chance we could lose our focus and miss our clearly outlined goals. If we chased down every idea, wed risk losing our focus and missing our goals. But, this isn’t the only thing we do to stay focused. As a leader, I have worked to instill our team with the necessary tools for battling â€Å"scope creep† and staying focused. Author John Maxwell says that good leaders ask great questions, and that advice has become very powerful for me. I’ve come to adopt a few key questions that cut through the crud and help our team stay focused like a laser beam. Good leaders ask great questions. -John MaxwellHere are my top five questions for keeping our team (and myself) focused 100% of the time: Question #1: Whats In It For Them? This is the essential question that frames everything we do at . With every blog post, new feature, or web page, we continually ask ourselves what’s in it for the reader, visitor, or customer. Whats in it for your readers? Customers?We’re kind of obsessed with it. The beauty of this simple question is that it constantly drives us toward focusing on providing more value. It’s simple- the more value you provide your readers or customers with, the more likely they will be to reward you with their attention and business. I would say that its the single most important question for our modern economy. If you aren’t focused on providing value, you aren’t focused on anything at all. If you arent focused on providing value, you arent focused on anything at all. Learn to ask this question at the beginning of any new project to keep your work focused and on point. You might be surprised at how much clarity it brings. Question #2:  Does This Meet Our Standard Of Performance? Does everything you ship meet your teams one true standard of performance?  This question allows your team to constantly review their own work and evaluate how it compares to the quality level your entire team has committed to. Even as a tiny startup, our goal has been to provide a best-in-class experience for everyone that comes in contact with our team. We expect ourselves to  perform as well, or better, than the top five companies in our class. No matter how limited our resources are. For our content marketing team, this means that they literally focus on writing the absolute best blog post on a given topic every time. This doesn’t mean the best blog post they are capable of; it means the best blog post on the entire internet. It means that they have to push themselves further every time. Create the best work anyone has ever seen in your niche.They do a ton of research, they read â€Å"competing† posts, and then assemble a post that goes at least one step further than others on the web. They even go back and rework posts that are later determined to have fallen short. This is, of course, only possible because the team has clearly defined their standard of performance. To use this question effectively, this is also something that you will need to do. Keep things simple, and ask the question often and you should be fine. As a team, you should define a clear â€Å"standard of performance† and constantly ask yourself if youre meeting it. Recommended Reading: The Horrifying Truth About Multitasking And Productivity Question #3:  What Can You Ship Right Now? While it may feel a bit contradictory to my recent statements about quality, we also frequently ask ourselves how we can get things out the door faster and sooner. This question is related to the concept of the minimum viable product made popular in the book Lean Startup by Eric Ries. Many people associate this concept with sloppy or unfinished work, but it doesn’t have to be that way. Rather, our team uses it as a way of splitting large projects into smaller and more manageable chunks. It’s all about shaping a project to ensure that we approach it  with clear goals in mind. Focus on something that you can ship in a week.An example of this comes in a recent redesign we started for this very blog. Rather than building it all at once, we opted to make some of the backend and functional changes first using our current design. That gave us an opportunity to test them out and work through the kinks before the big launch. This prevented us from taking on more than we could handle  and allowed us to focus on creating something that we could ship in a week- thus taking advantage of some of those changes right away, rather than waiting until we completed an entire redesign. Oftentimes, this question is also phrased in terms of â€Å"what can we ship this week,† meaning what small part of the project can be accomplished without waiting on everything else to be done?  This attitude allows us to continually focus on moving things forward, rather than getting ourselves bogged down in ultra-huge projects. The idea here is focusing on small frequent wins, rather than the  more traditional pattern of infrequent but huge wins. Large projects frequently bog us down, and usually lead to low satisfaction among team members. Always focus on moving forward.  What can you ship right now? #Startups #StayFocusedBy asking yourself What can I ship right now? you will keep yourself laser-focused on continuous improvements that constantly add up over time. This means that everything you do is constantly improving, and that is a very good thing. Question #4:  Are You Building A  Monopoly? Some of my favorite startup advice comes from PayPal co-founder and venture capitalist Peter Thiel. He simplifies it all by instructing startups to always seek to build a monopoly. In a monopoly, the business owns its market. It can set its own prices, avoid the struggle of competition, and maximize its place in the industry. What Peter is talking about here is building something that is unique enough to avoid competition, or has grown so aggressively that it simply leapfrogs the competition entirely. One way that we apply this idea at is to constantly evaluate the impact of the projects we take on. We look at it as 10% versus 10x improvement. The idea is simple:  There are always things that can improve what you do by 10%, but why bother with them if there is something else that could actually improve what you do by 10 times? It’s a lot like asking if the things youre doing right now will actually pay off enough to make them worth it. If you consider every hour of your day an opportunity, what is the opportunity cost of working on the 10% when you could be doing the 10x instead? It’s a really great question for staying focused. Rather than focusing on small goals and ideas at , we constantly shuffle our priority list by its potential impact on our company, and our ability to ultimately create a monopoly in our market. You can’t build a monopoly by grinding out 10% improvements all day. You need to stay focused on the 10x growth opportunities, and constantly ask yourself if what youre doing right now has the potential to result in 10x growth. If it doesn’t, it’s time to find something else to work on. You cant build a monopoly by grinding out 10 percent improvements all day.Question #5:  Do You Have Everything You Need To Be Successful? As a leader, its my job to make sure that everyone who works at has everything they need to be successful. This may sound simplistic, but its actually very powerful. One of the things that drive  me crazy is to see team members who have not been empowered to do their job. This is not their fault; it’s mine! It may be due to a lack of time or clarity but can often arise from a lack of permission to act as well. Either way, it’s  an inefficiency that needs to be dealt with. The problem with someone not having what they need  is that they can never achieve clear focus without it. If there are too many things on their plate, how will they ever do anything well? If there is too much on their plate, how will they ever do anything well? #team #teamworkIf they don’t have the knowledge required to complete a task, how will it ever get done? Sometimes, this can also be about â€Å"permission.† If someone doesn’t have the freedom or permission to do what they need to do, how will they ever be able to focus on it correctly? My job as a leader is to eliminate roadblocks, and this question helps me find out if there are any. It also helps my team reflect on their own needs and expectations. Recommended Reading: This Is What Happens When You Ask 12 Blog Editors About Increasing Productivity Another way we do this is to simply ask three distinct questions: Whats going well? Whats not going well? What is required for a happy future? If you want to stay focused, constantly ask yourself these questions to re-evaluate your own needs or the needs of those around you. If you know where you stand, you will always be focused. What Questions Are You Asking? These are the five questions I ask our team the most often, but it is far from a complete list. Questions are powerful tools for self-reflection and leadership What questions are you asking of your team to bring laser beam-like focus? Share them in the comments or via social media. We’d love to hear! P.S. This post is part of a new series about ’s workplace, culture, and productivity. Join our official email list and never miss a post!

The Misdemeanors of Well-Educated People in Public Office

The Misdemeanors of Well-Educated People in Public Office One of the most important benefits of education is a virtue, a desirable quality of a leader that well-educated Philippine President Benigno Aquino Jr. failed to demonstrate to his people. Hashtag: #NasaanAngPangulo The Cause and Effect of Educated Leader’s Mixed-up Priorities One of the most important benefits of education is a  virtue, a desirable quality of a leader that well-educated Philippine President Benigno Aquino Jr. failed to demonstrate to his people. The Commander-in-Chief of the Philippine armed forces was absent during the welcome honors ceremony for the 42 brave SAF Commandos who were massacred by members of MILF (Moro Islamic Liberation Front) in Maguindanao, a province South of the Philippines. In grief, the families and relatives of these fallen heroes who were in need of their President’s support and encouragement were left alone and crying #NasaanAngPangulo (Where is the president?). HOW IS  HUMAN DIGNITY VALUED IN THE ACADEMIC SPHERE? Many Filipinos were disillusioned by their President’s lack of compassion and openly expressing their sentiments and criticism through Twitter and other social networking websites. These reactions are mainly focused on President Aquino’s misdemeanor as an educated public servant with mixed-up priorities and reluctance of Malacanang Palace staff to answer public inquiries such as #NasaanAngPangulo or the president’s whereabouts. A Filipino social media user criticized and described their President as a student who was absent during final exam but hopeful to pass the class. In essence, the act of supporting and uplifting the spirit of those who lost their loved ones critically test the extent of a leader’s education and virtue. However, President Aquino failed to take the test, as he was somewhere else minding his other priorities and completely confident on the morality of his political decision. A Filipina lawmaker and a known critic of people in government, on the other hand, hinted about Mr. Aquino’s priorities, when she wittingly blamed Mr. Aquino’s disoriented social priorities on car shows. Another concerned Filipino social media user sharply criticized the conduct of well-educated and intelligent Presidential Staff who conspired and concealed the truth. In this user’s opinion, the staff, in the process of concealing the whereabouts of their beloved president made a mockery of their academic achievement along with the virtues learned from school. Education and Public Expectations The above incident is not only illustrative of the alarming consequence of electing a public official with muddled priorities but also the reality of public’s high regard to education and behavioral expectations on educated individuals. It is quite clear from the public reactions and criticisms that most people see education as both providers of knowledge and developer of virtues or socially desirable behaviors among students. This, in reality, is the academic knowledge that most people believed the educated individual has and being applied not only at work or in pursuing a better life but also in appreciating the needs of others, making equitable decisions, and in recognizing the right priorities. THE VALUE OF ACADEMIC DEBATE The question posed by the mournful families of the fallen heroes’ such as #NasaanAngPangulo, was never meant to satisfy their curiosity on his whereabouts but seeking justice and compassion from an elected leader whom they perceived as intelligent, virtuous, and powerful enough to alleviate their sufferings. However, their expectations were wrong, as the facts about the man they want to see and confide with are even more disheartening. It probably formed an enduring memory of people in government that are unappreciative of the 42 policemen’s heroic deeds, numb and unsympathetic of other people’s feelings and needs, incapable of distinguishing genuine priorities, and a President who actually went to a Mitsubishi plant inauguration instead of solemnly welcoming the remains of their loved ones.

Class Dialogue Assignment Example | Topics and Well Written Essays - 250 words - 7

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The concept of globalisation and assess if globalistion brings Essay

The concept of globalisation and assess if globalistion brings economic success to all countries - Essay Example To underline the influence of the aspect of globalisation, it should be noted that globalisation manifests itself under different dimensions in the economic, cultural, health, social, political, environmental, security, and even in other spheres of the world. Nonetheless, the focus of this expose will discuss globalisation within an economic perspective with globalisation defined as the process of economic integration based on the exchanging of products, worldviews, various aspects of culture, and ideas within an economic perspective (Margalit, 2012). Advancements in technological, transportation, and communication infrastructure have promoted an interconnection between nations in the world. Hence, trade activities have intensified across the world leading to a new phenomenon known as international trade, which is a result of globalisation. International trade underlines a situation whereby various jurisdictions exchange each other in the exchange of services and goods across international territorial boundaries (Ingham, 2004). In this case, international trade has become synonymous with globalisation as nations increasingly engage in business with each other at the international front. Each nation has a unique domestic market. Hence, the effects of globalisation on each market vary due to its uniqueness and various determining factors. Some national markets are filled with products from other countries with domestic products suffering especially in instances whereby the cost of production in a specific country is high. These effects are due to the integration of global markets with each nation’s market incorporating various aspects of the global market with producers focusing not only on the domestic markets, but also expanding their production to reach the global markets (Intriligator, 2003).. Integration of markets within the global economy has occurred through various approaches. Among them, Mussa (2000) identifies interactions between individuals as the

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