Heavy or Light Sleeper ?

Are you a heavy sleeper, that is the question? I personally thought I was a heavy sleeper, you can shout and wake me up but I will not stay up. So then one morning I discovered I could possibly be a light sleeper as I grew older.

For instance, this morning I wake up to the slightest sound of the children's screaming voices from a distance yelling the dog's name to bark back. I was up, so therefore, everyone can change their sleeping moods from either light to heavy or heavy to light.

Team Pinpointing Applications: Mission to Vision -- Organizational Change

PISD Queens Middle School
By Patrick Darnell

Many of my classmates have had similar experiences to the following account:

“It was said through out the management ranks that I had a knack for getting my staff to perform well and even a better knack for dealing with guests, especially disgruntled or irate guests. I think my success was due to the fact that I tried very hard to listen to people and tried even harder to understand them in every way possible. This allowed me to get to the root of the problem and solve that problem effectively. Motivating my team depended on me understanding each one of them and how each one communicated and being able to communicate back to them on the same level (Stockwell, Daniel, September 8, 2006).”

The most successful teams I have had the joy of being a part of have, never had anything to do with monetary rewards. When I was between jobs I had the opportunity to cover middle school classes for a brilliant teacher, Mrs. Carte at Queens MS at Pasadena Independent School District, PISD, in Texas. She and husband were having their first baby. She wanted to leave her classes in good hands. What, who; me? At first I was unsure, but as Resource team leader at Queens, she picked me to cover the eight weeks.

Substitute pay is minimal. It turns out the experience with non-mainstream resource middle school students at their level is one of my milestones; major point of reference. Like my classmate Daniel Stockwell, above “I tried very hard in listening to students and teachers, and tried even harder to understand them in every way possible.” I suppose Mrs. Carte in her leadership role realized this upfront. I was able to combine a sense of trust and accomplishment in my communications with my new found peers and fledgling scholars. This was due as we soon learned that I was genuinely interested in knowing about each student, because I wanted my evaluations to be just what the doctor ordered.

I emphasize composed chaos that became our days together in school. Mrs. Carte had pre-determined that I would be successful in maintaining the delicate balance she had worked hard to develop. My intervention skills, that were not even part of my vocabulary at the time, supported the continued academics of the resource students. However, I often say to those who listen that I learned more from my variant youths than could I ever have taught them.

After eight weeks, I became a regular feature at Queens because the other teachers in the resource Department sought me to fill in when they had to be away. Big worries follow resource teachers day to day, because many of the students have very little between them and jail. A teacher being out is a concern; I had become part of the team by offering in some small way support, counseling, representation, personal touch, and sometimes bending of the rules.

The two year long experience led to many different spin-off activities. I want to mention a couple of them. One spin-off was that I found night work, just so I could continue subbing at PISD Queens MS, as part of the resource team. One semester another teacher Mr. Castro and the music teacher Mrs. Wester, and I got together a “Guitar Preservation” group of students. Mrs. Wester had twelve guitars sitting in a closet collecting dust to lend for practice. One hour after school on Thursday, we met to teach some guitar. Someone once said: Build it and they will come. Soon we had many resource students attending our lessons, keeping them off the streets at least that one hour on Thursday.

We faced a harsh ruling when we tried to organize a recital. Though the students were advancing in guitar, they were not advancing in the grades enough to be in a school-sponsored after school program. What a bummer.

After two years I moved to a new job and locale, and the students have been left to others. I sincerely think some of the kids became proficient in music, at least I hope so. If left to our interventions, we would have cut an album, in spite of the academic rules. There was some genuine talent potential in our students.

Was that Organization Development, OD?
Process Interventions are Organization Development, OD, skills that help groups or teams become more effective. Have you found others who have the underlying talents, but lack the skills to synthesize? Do you find in your journeys associates who generalize, but lack the ability to ask probing questions? Probing with query is similar to the “Socratic” method of teaching... that can be very useful in group/ team intervention. The following discussion helps to frame the concept of OD Interventions that can be experienced at any stage in life.

“Support,” through set-a-side surefire blocks of time for workers to participate, and be paid, with their daily specific duties covered, is paramount in sponsoring team intervention activities. Once a company sponsored continuum precedent is in place, workers will bend to the task of dueling in team intervention. Consider: “If the worker never feels confident that his job is not at stake, or being covered by others because he is being punished,” there can be no fruit borne from any interventions.
“Coaching and counseling” is keying personnel in the startup of the process of team intercessions. Without accessible coaches, shyness or white coat syndrome of most team members will impede the proceedings.

“Modeling” is an enormous mission to give the attendees. How in fact is the model to be made; what skills are needed; and to what degree of completion is the model to aspire? Yet, it is the most exciting part of team interventions. The modeling takes away the jitters of sitting around -- perceived as not doing anything. The shift is toward the adult passion of “hands on” learning. Many adults learn fast through experiences. “Knowledge of observations acquired through the senses rather than through abstract reasoning” in adult education most verifies the intervention vision. Targets, ideas, and deadlines in the future will become simpler hands-on modeling for the OD team intervention graduates (Brown, 2006).
Also, modeling can be the project that makes all the team members equal. Managers as involved team members no longer can order, or dictate and ride others. Like everyone in line at the Drivers Licensing DPS counter, each is equal. The Mayor, the Dog Catcher and the Tailor all have to stand in long queuing lines together getting their pictures taken. So it is when the model takes shape in team involvement time; each to each is equally important. At model inception spin-offs are birthed rapidly.

After the top three most important set ups are complete: Support, Coaching, and Modeling, then will the intervention begin to payoff? Team members might experience different sensations when certain issues come up, or when “satisfactory results are highlighted.” Constituents will learn about the sum total of experiences even when unsatisfactory items are suffered and abandoned. “Feedback” starts to spew forth, and individuals find harmony in performances. “Proportionate” solutions begin to emerge out of chaos, and the truer meanings of rules are illuminated, giving finality and later resolve when rules are re-visited (Brown, 2006).

“Agendas are prepared” to allow members of the team to confer, and concur on the mission. With the vision firmly in the minds, agendas depict the learners’ time to work through intervention missions in the lab. Similar to the experiences of my classmates, and my own journey into the unknown regions of me, reporting and discussing progress promotes a long term growth potential for the brave workers (Brown, 2006).
How, you may ask, can a series of tasks completed outside the regular work space be an experience that changes lives? I answer: Benefits for those who are exposed to intervention activities are nothing like “book learning.”

The ruling is in the affirmation, confirmations, and encouragement celebrated after completed tasks. To be exposed to, involved in, or affected by something could be the “most thrilling ride I have ever experienced.” For the less animated, or the less demonstrative: “You might experience a slight tingling sensation in your face; whichever, don't ignore the tingle.”

Summary
Involvement in something over time such as active participation and contribution in an activity, exposure to events, or attention of people over a period of time, leads to an increase in knowledge and skill. “Knowledge of” then leads to “skill” of something gained from being “involved in and exposed to” interventions over a period of time.

References
Stockwell, Daniel: Organizational Change HRM450-0603B-03, September 8, 2006, Phase 3 Discussion Board

Brown, D and Harvey, D (2006) an experiential approach to organizational development, 7th edition, Upper Saddle River, NJ; Pearson/ Prentice Hall

Darnell, Patrick (2006) personal experiences at school, 1990-2006

GI, Going International

By Patrick Darnell
Your presentations were very well received. Yet, having no previous work experience with moving into international markets, you think it might be best to contract with an external service to research international markets. In the discussion board, meet with your marketing team and discuss the following challenges ahead of you. (CTU, Task Detail; Dec 2006). Consider and discuss the following:

Title: Going International, GI (SAP; 06/01)

1. What are the key considerations in choosing such a partner?
Key consideration: Is it profitable and will it add value?
Most USA based companies go forward in international markets because costs of materials, components, assemblies and real estate often is less than in US. In JavaJoy desire is to “look” at international opportunities and risks. Could it turn out that the firm has a high “ratio of outsourcing?”
Paul Strassman says, “A company’s outsourcing ratio [is] defined as purchases divided by sales...” The worksheet Strassman provides “only indirectly computes amounts a company purchases.” For most company decisions to Going International, GI, effort is related to “basis for decreasing taxation” liabilities (Strassman, Paul A; March 2005).
Without more contextual information, reasons for owner Hank Sanchez’s brainstorm to go international is assumed to “add value via tax savings... and that includes payroll, depreciation, cost of interest and taxes, plus all profits”(Strassman, Paul A; March 2005).
2. What would you expect of them?
Key consideration: “What portion of its internal business controls” is JavaJoy willing to give up for international growth (Para. Strassman; March 2005)?
Strassman warns “Unfortunately, none of generally accepted accounting or financial reports reveals how much a company has placed its business functions in hands of suppliers.” I find international expansion to be a natural evolution for JavaJoy GI. I also believe there are numerous suitors vying for opportunity to share in risks, costs and profits of the coffee brewer.
Would the future partner be very willing to divulge annual expenses and its debt or litigation, in transparency as known in negotiations? Transparency on JavaJoy’s side is “labor and directly related expenses, depreciation costs, interest costs, non-op costs minus expenses, special income, subtracted losses, income taxes, and other income” (Strassman, Paul A; March 2005).
Costs divided into the net sales will give a ratio: if it exceeds 50% the ratio will have meant JavaJoy GI releasing greater portions of control to suppliers international or otherwise.
Determination by using risk aversion ratios is the best way to approach an outsourcing market research partner. It will set the grammar of negotiations when expectations are reviewed with prospects.
3. How would you go about finding such a partner?
Key Consideration: Where does coffee come from?
The “innovations in global commerce have lowered costs and expanded the reach of purchasing transactions” means JavaJoy GI probably has already trans-national pipelines (Strassman, Paul A; March 2005).
Chief Information Officers are key personnel for deciding on an international research partner. Innovation in information technology is a major indicator for merging with any other company. To be a “strategic” partnership, JavaJoy GI will be obliged to look at costs of “intra-organizational matters from those that deal with suppliers to customers” (Strassman, Paul A; March 2005).
Once biggest and best, and most efficient supplier is found, JavaJoy has opportunity to find out if they are involved in international market research or have it in their sights. Outsourcing market research is a very good item for opening up vertical markets with their new prospect. Also cost reductions can be realized as the relationship becomes more transparent.
4. What would your selection criteria be?
Key consideration: So far high price of JavaJoy Inc products has limited growth.
“The JavaJoy product line is very well known and highly respected in coffee industry but, due to its high price JavaJoy has had limited success” (CTU, Task Detail, 2006). Selection for a GI partner is based on the vision statement Hank Sanchez, JavaJoy Owner, has developed. Marketing forecasts will have included research into these categories:
· Company must grow
· How can this growth be accomplished
· What are possible alternative approaches
· Which are best strategy/ approach
· What growth can be anticipated
· What are threats to growth
Moreover, ultimate decisions concerning “how to grow” constitute strategic planning; providing accurate and timely information, and supporting strategic planning process. To provide the answers, the potential partner must appear willing and able to provide and deploy control for gathered data and developed information about:
· Current market size
· Growth potential
· Buying habits
· Distribution channels
· Competition
· Cultural diversity
· Costs versus added value
5. Is marketing research process you have learned applicable partly or wholly in this JavaJoy GI effort?
Key Consideration: With his new market growth vision as the driver, Hank wants to “recast his 5-year strategy to take advantage of expanding markets,” and has decided international incursion is a remedy (CTU, Task Detail; Dec 2006).
Discussion: Learn > Plan > Deploy
Learn >> we have been learning frameworks of market research, and those lessons will provide structure to facilitate as we search for an international research partner. The firm is not looking for another middleman partner, as JavaJoy GI is already high priced. The method then is in applying what has been learned to what will be international strategic planning with all contingency. Define general research areas as primary and secondary. Qualify proposed questions for each area with qualitative research. Apply 6 stages of the marketing research process in extensive research.
Plan >> Clarifying the Research Question ~ Proposing Research ~ Designing the Research Project ~ Data Collection and Preparation ~ Data Analysis and Interpretation ~ Reporting the Results ~ (Cooper & Schindler, 2006, p. 86)
· Can JavaJoy survive in international high-end coffee brewing markets?
· What are trends in coffee consumption?
· How will competition measure up in international markets?
Deploy >> thus, JavaJoy GI will have found a partner who will have capacity in delivering:
• Product acceptance
• Coffee consumption
• Competition
• Regional analysis
• Global partnerships
• Financial
Marketing campaigns
• Primary Research
• Secondary Research
• Qualitative Research
• Quantitative Research
• International Research Companies
• e-commerce transactions
• Automated marketing campaigns
• Full reporting capabilities
• Surveys
• Interviews
• Internet Research
• Analyze
• Reduce
• Interpret
• Develop Website Catalog
• Recommend (CTU, DB; Dec 2006)
6. Is it more cost effective to do research yourself?
Key Consideration: Core Competency of JavaJoy Inc...
“Because of the ease of use of [International Financial Reporting Standards, IFRS] software, even students who lack technical expertise can work with the system in a structured way, and I can finally concentrate on my core competence as a physician, says Gerhard Polak, Manager and Publisher, on Going International”(SAP; 06/01).
JavaJoy GI can learn from every GI industry some fundamental lesson. JavaJoy is not an international marketing firm. Historically, JavaJoy takes bean and grinds and brews it to perfection.
I am certain that rummaging around for a suitor to partner up with is the only answer that will have most positive impact toward implementing growth and expansion visions of Hank Sanchez and JavaJoy GI.
Once its immediate business-system needs are satisfied, JavaJoy GI will investigate additional ways in which it can benefit from hiring consulting groups. The result will be praises for its professionalism and responsiveness to global outsourcing. JavaJoy GI will continue in its role as partner exploring how the solution can further improve its global markets doing business overseas.

References

Cooper, D and Schindler, P; (2006) Marketing Research New York, NY: McGraw-Hill Companies

CTU Online, (Dec 2006) Small Group Discussion Board, MKT350-0604B-03, JavaJoy Inc

CTU Online, (Dec 2006) Task detail, MKT350-0604B-03, JavaJoy Inc

SAP 50 077 808; (06/01) GOING INTERNATIONAL Business One Promotes Medical Training, sap com contact sap

Strassman, Paul A; (March 2005) Outsourcing: what ratio is right, Baseline, 2001-2006 Ziff Davis Publishing Holdings Inc, baseline mag international

Global Position Mission

Charter Member RED Team

Opportunity Abroad: Must be targeted
Following the Basics of Principles of Marketing, global or anywhere in the universe, Customers and Markets are made of these things:
Product
Distribution
Promotion
Price
Introduction: Global Position Mission
Somewhere in the infinite body of knowledge that is market research may lay the answer for any business success in the face of adversity. The three I's of success are innovation, ingenuity, and indomitability. The Owner and Stakeholders are pushing the boundaries of technical innovation for exploring holistic systems, devising and executing business strategies and goals. An ideal of successful marketing in global terms is the determination propelling JavaJoy Inc forward in its business. Consider these tips and tools for global strategy decisions, in context of partnering with Multinational Corporations, as means to JavaJoy Inc’s future home.
Questions to Consider
How resistant is the owner and stakeholders of JavaJoy to doing business completely differently, with a new partner?
Is the current domestic business of JavaJoy resistant to change greater in scale than the pressure of urgency to start plans for global expansion? Or, is the executive willing to spread the news to its present workforce?
Is the path to global expansion brave, determined, and impossible to defeat or paved in risk to frighten and dissuade?
Those suffering risk aversion are not the first choice for starting foreign business strategies, or partnering with. Is the firm ready to recruit new people?
The development of business strategy from a position of strength will propel the firm into the international markets they desire. Preparations must be done with least disruption possible. Is the firm willing to play a subordinate role in this mission?
Some Companies that are already in the country of choice, such as Hilton is with its "370,000 rooms worldwide with catering services" make the transition easily. The question is "How does Hilton forecast global demand for its product and services?"(EWeek; June 19, 2006).
Hilton "imports data from six systems into one data warehouse that requires 7 million rows, running on Microsoft SQL Server 2005, and analyzing 1.4 million records a day" (2006). How much buy-in is JavaJoy willing to front in IT and other system upgrades?
Is JavaJoy willing to re-define its business in context of global partnership? Thus, like Eric Lundquist says: ...some claim all the talk about 1.0, 2.0, and 3.0 versions of anything is simply marketing spin ...I argue that a new set of characteristics does require a new definition. (EWeek; June 19, 2006, Pp. 10)
Does JavaJoy Inc require alignment with their own markets before taking on a partner? If so these will be asked of the potential partners: Ask four key questions, that are similar to all previous primary problem areas:
What do we know now about our markets, our market opportunities, and our own strategic and marketing goals?
What are the best marketing and operational opportunities as we understand them now?
How can we frame our marketing and strategic options based on what we know now?
What do we need to know that we do not know now -- about strengths, weaknesses, our products, our markets, and our customers?

How willing is JavaJoy to adopt a broad view of Marketing Intelligence? At (Blog)red we use the "Intelligence Platform with three components: data, ideas, and management drivers." Will JavaJoy compromise its quality standards for partnership privilege?
How willing is JavaJoy to pinpoint decision-making to drive market research objectives and design? How much share of cost in intense, primary research is JavaJoy willing to pay?
Even after shouldering expenses in primary research, is JavaJoy willing to pay for more to answer: Do we have solid marketing information, or is more funds for market research needed?
Does the partner being considered for global diffusion have a strong customer base of US citizens who are looking for the familiar as they travel to foreign lands as tourists and business agents?
Is the executive at JavaJoy willing to talk to enough firms until they find several with which they are comfortable? And, wait long enough to obtain background materials, references or examples of past work?
Decisions of the magnitude that JavaJoy is suggesting do not come without problems. As mentioned before, the elected company leaders, VP's, CFO, President, and the advisors who are on the tangent of global venture must identify the strengths within their business that makes transparency possible. Does JavaJoy believe Transparency is their position of strength?
Global leaders establish structured goals. Why structured? The goal as practiced must withstand both implicit and explicit threats abroad. The goals must be accomplished easily, and become the "open standard." Do the leaders of JavaJoy believe its Technology will be structured, as mentioned before, to support say, the first goal of "Creditworthiness?"
Having sufficient credit backed with austerity and technology is the first and most important tool in the toolbox. Does JavaJoy have in place technology that will cope with inflows/ outflows of cash in differing denominations?
Do JavaJoy's gathered planners make goals that in principle will thwart crisis and global hegemony or subjugation?
Can JavaJoy remain functional in crisis where there is interruption in cash-flows throughout the supply chain, and to creditors?
The analysis will most probably be inconclusive, but it is on record that the process is started. When JavaJoy Inc proceeds will it go with its advisors from say: "JP Morgan, Goldman Sachs or Morgan Stanley to ensure market makers have a common interest from the start (Strong, Norman; 7/12/2006)?"
Conclusion
In context of market research management the corollaries do after all exist between Basic Principles of Marketing and the impulse to find a partner for global incursion. The previous list of questions needs further refinement if a path to partnership is desired by the firm, JavaJoy Inc.
References
Lundquist, Eric, E. D.; eWeek, June 19, 2006; Ziff Davis Media, front cover, MacDonald, John go eWeek com web log
Vass, Will; VP, CIO Sun Microsystems, eWeek, June 19, 2006
Thompson, David; CIO Symantec, eWeek, June 19, 2006
Strong, Norman; 7/12/2006, How to default: a primer, leftbusinessobserver
Griffin, Ricky W, and Pustay, Michael W; International Business, a Managerial Perspective, fourth Edition, 2005, Pearson/ Prentice Hall, Upper Saddle river, NJ


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Read Live Write Read Live Write

Old Wood Improvised grass rooted distant, flagged journalistic genre... and dense

I use the same method for everything I write. The types of writing we are doing in online accelerated classes are demanding a kind of loopy journalism. Often I wonder if the tasks are out-of-date just to test our mettle and resolve. Regardless, it is the task, and if I am aggravated by it, so it seems, that is part of the dig.
I am not an Ingrate
I hope instead of looking at the dissonance, the reader, you who are also writing and probably in the middle of your careers, will see another aspect. I truly hope you will see fourteen or more business ideas in each of my papers, and sincerity in my appeals for things to change. May I please feel strongly about helping others reach their fullest potential, using the maturing reading and writing tools? In brick and mortar construct, I often aspire to be the writer's writer.
My personality is non-confrontational, and reluctant-authoritative, unless it is a statement about my experiences, which after all are hard fought in this world. Then you may get a feel of concentrated case study that makes a reader look.

Thanks once again for posting a comment that calls me out... Old Wood Improvised home-grown Dissonant. Sometimes papers I write have big flaws, like any script. It also has unedited comments, one might get the wrong impression about. For that I am apologetic, and well just a bit peeved at myself: when my thesis is over stated and the argument is randomly spotted, and unclear. I want it to pop out, but the time needed to edit it to “rendering stage" is ever unavailable.


I write as I read the sources, with no notes taken, goes directly into the paper, to be edited later. Then, I re-write up to three drafts, depending on the cuts I want to remove or add. Sometimes I get so tired of the paper I just let it go, regardless of the stage it is in. Sometimes I hang on to a paper until I hear harmony in it.
Sometimes I am focused from the beginning, and the paper is usually harmonious in voice, content and style from a predetermined palette. Much of the time my focus is not, and my humor isn’t; then the paper really starts to sound like a Hoover.
Addled attempts to make brief the long winded. Much like the befuddled mathematician forming formulae in esoteric languages, logarithms and algorithms, to a condensation of equality in a balanced formula, such as: E = MC2.
Should a postulate be for good reason, a simple formula in judicial opinion with legalese grammar? Is that more eloquent and more efficient than the best concise Declaration of Independence?


Lawyers
Yes that was a wise crack, because I see lawyers as inflated, modifiable clerks. The task of filing a lot of decisions has been elevated to paying a large amount for clerks to keep track of large files. After a while the whole system seems based on when the vacations schedules of the judges and the dissenting lawyers “might” coincide, so that a decision can be made. Meanwhile, the file sits in an in box.
In that system systemic, time lags behind because the counselors do not want to face the truth that they are just file clerks, inefficient at that... how can anyone place a trust in it? Or maybe because my college sweetheart became a lawyer, after using me up and dumping me to go to law school, I have dim view.

Because I am older now, and have been in the creative fields for my 39 year work history, drafting/ graphic artist/ printing/ painting and trade show, I jam as much into the assignment as is possible.