There’s more involved in turning a profit than income alone - it’s important to be bringing in money cost-effectively. A simple and frequently overlooked aid to doing so is performance management software. It’s common knowledge that an efficient business tailors its procedures to the abilities of each member of staff to get the most out of them. Discovering and collating this knowledge tends to be where it gets challenging, however.
Looking at one part of this — staff appraisal— defining progress and tracking it is a significant hassle. First, you set up employee appraisal techniques to evaluate and track all work carried out by each member of staff. Assessing all of this data is next. After all, before you can put it to use determining goals and tracking future progress it’s important to know what the pure information actually tells you.
Employing performance management software you’ll find that this appraisal is taken care of and you only need to scrutinize the various metrics and factors to determine what the right set of targets for this staff member would be. It also makes keeping track of the staff member’s development much simpler. This eliminates the demands on your time and may even be more useful. It is also possible, of course, just to use the software to track raw data like performance reviews and to make your own analysis. Performance appraisal software can do more than help employees. You can also use the software to study your suppliers & clients. You can find out who provides products with the best quality, at the lowest prices as well as highlight those with high rates of loss or poor delivery times.
Clients can be examined with relation to your own company, and once again it’s possible to benefit your bank balance. This information is useful in minimizing expenses and boosting profits. Who wouldn’t want to take advantage of that? Not only that but a greater awareness of your market will allow easier planning for your advertising. You can analyze your suppliers in order to minimize costs and stay abreast of your target market so that you can boost profit using performance management software. With a program of regular employee assessment such app can accelerate employee performance management dramatically. In summary, it’s clear that the potential benefits of this system are endless and will depend solely on your own creativity and ability to use the information provided.
Posted by admin as Economy, Great Management Tips, Software Center at 3:26 PM CST
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Recent news that Sunny Varkey was given the Padmashri Award made me take a look at his work with the GEMS Education system, and I ended up wanting to find out more about the the broader system of education in the UK.
The UK education system is esteemed across the world for providing students a concrete basis for building their future and enhancing career prospects in a vibrant, ingenious and demanding environment which aids in developing their potential. The UK education system has one of the best quality standards in the world where education institutes have to continuously prove the adherence of their courses to strict criteria.
It is a legal requirement for the children to attend primary and secondary education. The compulsory education is given by two types of schools, the state-funded and the independent ones. The first type provides free education whereas the second type charges a fee for it. The education system in UK has two separate schemes of courses and qualifications, the first kind is for England, Wales and Northern Ireland while the second kind is for Scotland but both of these are compatible with each other.
In UK, the education system has been segregated mainly into four levels, namely, primary education, secondary education, further education and higher education. The first two levels may be tied with two major age brackets. The first one is of 5 - 11 years old at which the primary education is attained while the second one is of 11 - 16 years old at which the secondary school is attended.
Even though assessment takes place at the completion of each level but the most vital one is that which occurs at the end of secondary school. After completion of secondary education, students finish GCSE’s (further education) after which they either continue education or enter the working world.
Posted by admin as Great Management Tips, Lifestyle Management, Tuition Resources at 12:35 PM CST
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In the current economy, saving money and making the most of your staff is the surest method of increase profitability. One concept often neglected, however, is superior performance appraisal software and all of its benefits.
Obviously, everyone is aware that getting the best from your business requires knowing in what areas each and every one of your employees do their best work, and knowing how to customize your routines to suit. Discovering and collating this information can be where it can get difficult.
Defining and keeping track of progress through employee appraisal alone can be a significant amount of work. The first step is to bring employee evaluation systems into play. Once this is done you can track the work of each member of staff. Assessing all of this data comes next. Before it’s ready to use defining goals and tracking future development it’s crucial to know what the data translates to in practice.
Using performance management software, you simply examine the different analyses and factors to pinpoint the ideal objectives and subsequently keep track of the member of staff’s progress. By doing this you eliminate a major time commitment while probably receiving more useful information as an added bonus. It’s also possible, of course, just to use the software to keep track of raw information like performance reviews and to make your own analysis.
I’m sure I don’t need to say, it’s not merely the efficiency of employees that can benefit from advice from performance appraisal software. Such software can also be used to scrutinize your clients & suppliers. Identifying which suppliers carry the higher grade or lowest priced products can be a great help. When it comes to clients - retailers, affiliates, or similar - the software can still offer a sharper picture there, too, telling you just who sells the most of your products, their loss percentage and any similar troubles, and serving as a reminder of any payment issues. This information is useful in minimizing expenses and boosting profits. Not only that but the better awareness of your market will make for more efficient advertising. Performance appraisal software lets you study your suppliers to save money and watch your market to tailor plans and boost your profit margin. In addition it streamlines the process of managing employee performance and aids you in setting clearly outlined targets for your workers decidedly. How much can actually be achieved almost seems unlimited when leveraging performance management software!
Posted by admin as Economy, Great Management Tips, Software Center at 8:40 AM CST
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Supplier development programs and supplier scorecards are an enormous asset
in helping buyers rate the effectiveness of their supplier network
Industrial Metal Products Inc. prides itself on quality products, competitive prices,
and
on-time delivery. So when a European supplier missed a shipment by weeks and
customers bought materials elsewhere, the metalworking manufacturer’s
procurement chief took action.
Jim Jackson, director of Industrial Metal Products’s global purchasing and travel,
negotiated
a consigned inventory contract with the supplier, which, within four months, was
able to stock enough products to deliver them on time again. Thanks to its
supplier remedial efforts, Industrial Metal Products also recovered the business it
had lost
due to the provider’s poor execution
“Since we’re in a competitive market, it’s very easy for our customers to
call our competitor when we don’t have inventory available,” says Jackson, with
$2 billion Industrial Metal Products in Latrobe, Pa. “Any time we don’t have
inventory, it has
a direct impact on sales.”
Industrial Metal Products’s supplier produces high-quality products at competitive
prices. But trying to manufacture small lots had instead caused “unplanned
surprises” in
its shipping process, which resulted in untimely deliveries, Jackson notes.
“We’re a make-to-stock business, so we have to anticipate our customers’
demands. Delivery is critical to us.”
Industrial Metal Products customers include automotive and aerospace
manufacturers and
construction equipment companies.
Costs of Supply Problems
Examples of suppliers wreaking havoc on manufacturers’ operations are
rampant. Poor supplier performance accounts for billions of dollars in product
recalls and even consumer deaths. In an especially notorious example, Ford Motor
Co. lost $3 billion after it recalled more than 13 million defective
Bridgestone/Firestone tires running on its vehicles. Experts estimated the
faulty tires may have caused as many as 250 deaths.
Such problems, combined with today’s dynamic, global business environment,
require buyers to evaluate and manage supply partners’ efficiencies. Suppliers
that fail to meet performance standards can cost manufacturers a bundle in
actual expenditure, customer satisfaction, and lost business.
“A supplier could provide the lowest price, give you the right price, and
ship on time,” says Peter Gossens, senior vice president of supply chain research
with Wright Group Inc., a market research firm in Boston, Mass. “But maybe
they ship damaged goods, short ship you, or don’t have access to automation, so
you’re processing paper purchase orders and invoices, which adds cost and time
to the system.”
If suppliers don’t meet delivery schedules, manufacturers might have to shut
down or reschedule lines, notes Sandy Sanders, sourcing and supply management
director with The Toro Co., a $1.7 billion, outdoor maintenance products maker
in Bloomington, Minn. “That results in sending employees home or having to
expedite other parts to build other products. If they’re far enough away, you
might have to air freight product in and either the supplier or we incur air
freight costs.”
The costs to recover from supply chain disruptions can run into “several
hundreds of thousands of dollars,” adds Sanders.
Global Supply Chain
Purchasers can’t afford to buy from suppliers that ship substandard products,
miss delivery dates, or charge too much because their businesses rely on sourced
materials. External suppliers deliver about half of all goods and services to
companies, according to an Wright report.
In addition, many large corporations find low-cost supply sources offshore,
particularly in Southeast Asia, says Joyce Abrahms, marketing vice president with
Open Ratings Inc., a supply-management software vendor in Waltham, Mass.
Purchasing officers increasingly seek to squeeze as many costs of materials out
of their budgets as they can, Abrahms notes.
To Robert Gillian, manager of operational excellence, energy, and materials with
$7.4 billion Baxter Chemical Inc., increased global sourcing poses
risks he must mitigate.
“As we advance into the Far East, our supply chain has become longer, the
criticality of materials becomes greater,” Gillian says. “Choosing the right
suppliers is critical to our overall supply chain security.”
Essential to Operations
With manufacturers increasingly relying on external suppliers, it’s hardly
surprising that some 70% of the companies responding to an Wright survey view
measuring supplier performance as critical to their operations.
Many manufacturers have established strict supplier performance measurement
processes and procedures to ensure external suppliers meet stringent operational
requirements.
Allentown, Pa.-based , Baxter which provides gases and chemical products
to a variety of industries in 30 countries, spends some 65% of total corporate
revenues to purchase raw materials such as energy, natural gas, and chemicals.
With the costs of hydrocarbons increasing, Gillian works actively with some
200 strategic suppliers to drive continuous improvements in delivery, quality,
price, and overall performance.
“Two of our measurements in the delivery areaon-time delivery and fill
rateshave a direct impact on inventory and planning downstream,” Gillian notes.
“If you’re not getting your material and what you ordered, that sets up a huge
buffering in inventory that will impact your business.”
Baxter Chemical suppliers undergo monthly measurement reports, while some 35
corporate buyers conduct annual reviews with them. Baxter Chemical evaluates
suppliers on the level of communications between supplier and manufacturer,
progress in continuous improvements, level of account penetration,
responsiveness, and overall risk the suppliers pose to the supply chain.
Employing the supplier evaluation module in SAP AG’s R/3 enterprise business
software and a customized continuous improvement tool, Baxter Chemical helps
failing suppliers determine reasons for falling short and often implements
corrective actions. In one such instance, after a supplier missed several
delivery dates, Baxter Chemical discovered that an internal order receipt and
processing process caused the problems. The company helped the vendor fix the
problem in less than two months, says Gillian.
Key Competitive Advantage
As companies move beyond trying to squeeze costs out of their supply chains,
the performances of their suppliers become critical. “As firms manage their supply
chains for integration and competitive advantage,” says CAPS Research, a Tempe,
Ariz.-based research firm, “supplier development becomes a key tool in driving
superior supply chain performance.”
Industrial Metal Products, which established formal supplier performance
assessment
procedures in 2001, recognizes the need for quality providers. “We add value to
the product we buy so [our customers know] we have a value-added process,” says
Jackson. “But without the relationships we have with our suppliers, we would not
be able to service our customers.”
The company, which spends 35% of revenues to purchase metallurgical raw
materials, steel products, and indirect goods, distributes some 400 supplier
report cards monthly to strategic suppliers. The scorecards measure such factors as
product quality, which represents 35% of total score; on-time delivery 30%; total
cost management 25%; and payment terms 10%. Suppliers that fall below target
scores for two consecutive months must submit corrective action plans, which
Jackson reviews. Those that improve continue to work with Industrial Metal
Products, which starts looking for alternative sourcing for vendors that keep failing.
Like most companies, Industrial Metal Products and Baxter Chemical don’t expend
the same resources on indirect and second-tier providers. “They’re not very
strategic, so we don’t go through the rigor of monthly measurements for those,”
Jackson notes.
Gillian agrees. “We don’t want to spend time on low-level suppliers [that have
little] impact on the organization,” he says. But Open Rating’s Abrahms questions
that lack of scrutiny of lower-tier suppliers. For 10 years, Abrahms managed
procurement efforts for a large electronics company for a commodity that required
1,000 sourced parts and components. Concentrating on only those parts that were
critical to the unit’s performance, Abrahms one day ran out of nonstrategic
materials. “You can focus your attention on what’s most important, but if you don’t
have screws, you can’t ship the product,” says Abrahms. “The last thing someone
running a materials organization needs is not being able to ship a product because
they don’t have screws.” Abrahms’s group expended “a lot of human capital” seeking
alternate sources. After much scrambling, “fire fighting,” and additional costs, they
shipped on time.
Afterward, his group immediately established short-term and long-term
supplier performance measurement strategieswhich included a focus on its
lower-level suppliers. “If you don’t have a part from a supplier…you’re not paying
attention to,” Abrahms says, “you’re just as unable to ship that product as if it’s
from a
strategic supplier.”
Manufacturers and Suppliers Benefit
Manufacturers can attain multiple benefits by measuring supplier performance.
Companies that fail to measure most of their suppliers risk “large-scale quality
mishaps, service deficiencies, and cost overruns that can eat into bottom-line
profits and damage competitive positioning in the market,” notes Wright in its
research report.
Cam Forbes, founder and Managing Partner of
Opus One Ventures has been speaking, training
and coaching business owners, entrepreneurs, and sales people around the world.
For more information about Forbes’ “Consulting Solution Toolkit” and how to get
started in Consulting, visit Consulting Startup Kit or get his his free
report about getting started in consulting.
Posted by admin as Great Management Tips at 11:04 AM CDT
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Human beings are goal-seeking creatures. We are impatient and try, and fall, and try again until we learn to walk. We babble and coo and struggle until we learn to talk. Skinned knees mean nothing in the quest to ride a bicycle. Recently, the world has watched Olympic athletes over-come incredible obstacles in the quest for a medal. When a client tells me they have had a goal, but in the past 6 months they have made little or no progress towards achieving it, I encourage them to ask themselves the following 10 questions:
1. Do I really, really want this goal? It may sound nice, it may be something I should have or might enjoy, but do I really, deep in my soul, want it? Or, not?
2. Is the goal actually just a means to some other goal? Is my stated goal really a way to look good, or to please someone, or a handy excuse to work on something that sounds wonderful while I avoid something I don’t want to do? Great-sounding goals can be a marvelous distraction!
3. Is this goal consistent with my morals and values? Often there is a subtle, unnoticed conflict between our stated goals and our values. For instance, the concept of “fair profit” may be causing confusion, or we may be caught between our goals of building a business and our values of spending more time at home.
4. Is this goal consistent with my beliefs about myself and my abilities? The years of training and total commitment to winning an Olympic medal are only possible if the athlete profoundly believes they have the potential to succeed. Doubts about what is “possible”, or beliefs that life is unfair will undermine performance every time.
5. Why do I want this goal? Having many solid, vitally important reasons for our goals will drive us more powerfully than anything else. “I want to be a doctor to save a child’s life” is a very different reason to stay up and study all night than “because being a doctor might be fun.” Why do you want this goal, and how badly do you want it?
6. Who else wants me to attain my goal? Knowing that family, friends, business partners or the entire world is cheering for us, counting on us and supporting us is critically important. Who else knows about and wants you to achieve your success?
7. How, specifically, will I benefit from achieving my goal? Being clear and specific about the benefits that will come from completing our goals is a powerful motivator. “Reducing my blood pressure will help me live to see my grandchildren” is very different than “If I do this, my doctor will stop criticizing me.”
8. What one critical step can I take today that will move me toward my goal? Some goals are so large or so far off that they are really just dreams or fantasies. A useful goal is one you can work on today. Make an appointment, open a savings account, eat a salad for lunch, tell your spouse you love them - whatever your goal, find a specific task you can do today, and then just repeat it a few thousand times!
9. Are there smaller projects that will both lead to my larger goal, and give me pleasure in the meantime? If the goal is to run a marathon, train for a local fun-run first! If the goal is to be a millionaire, getting the first $10,000 in the bank is a worthwhile and useful start.
10. Depending on your answers to the first 9 questions, the 10th question is: “Is there another goal, or another version of this goal, that is really much more important and much more doable?” If the first 9 questions haven’t motivated you to action and created tangible, specific results, then ask number 10. Humans naturally seek and accomplish large goals, but we do best when the goal is tailored to our values, priorities and personal situation.
© Copyright 2003 by Philip E. Humbert. All Rights Reserved. This article may be copied and used in your own newsletter or on your website as long as you include the following information: “Written by Dr. Philip E. Humbert, writer, speaker and success coach. Dr. Humbert has over 300 free articles, tools and resources for your success, including a great newsletter! It’s all on his website at: http://www.philiphumbert.com
Posted by admin as Great Management Tips at 11:26 AM CDT
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If you find yourself going to work with the best intentions of making the most of every minute, but end up at the close of the day wondering where it all went, the chances are that you’ve been hijacked by the Time Stealers.
Time Stealers are people who, without anything to do with their own time, steal yours from you as well. They fill up their hours by wasting yours. Often these are close colleagues, customers, even your own boss, so it can be difficult to know how to deal with them. But, unless you want to join this gang of thieves, you must learn to say No to Time Stealers.
1. Manage Your Interruptions. One of the reasons why we allow others to take over our time at work is our need to know what is going on. Henry Mintzberg, professor of management at McGill University in Montreal, discovered that the majority of a manager’s time is spent receiving and responding to hearsay, rumour, and news. Managers feel a great need to know what’s going on and they do this by letting themselves be interrupted by others. If this is you, you need to be aware of how much of your time is usefully spent in this way, and how much is wasted. In short, you need to know how to manage your interruptions.
2. Avoid These Three Groups. One of the keys to managing your interruptions is to distinguish between people who bring you useful information and those who don’t. This latter group comprises three types in particular that you should avoid like the plague:
• moaners, whingers and complainers
• the coffee-set who congregate during work
• the watering-hole set who congregate after work.
Socialising with your team is fine if you can control it. Excessive socializing is like begin sucked into a time-consuming swamp.
3. Stay Clear Of the Gossipers. in 1650, Jeremy Taylor, chaplain to King Charles I, wrote a book called “Holy Living” in which he warned against the dangers of wasting time on gossip. He said, “Avoid the company of busybodies and all such as are apt to talk much to little purpose. For no man can be provident of his time that is not prudent in the choice of his company. And if one of the speakers be vain, tedious and trifling, he that hears and he that answers in the discourse are equal losers of their time.”
4. Learn To Be Brief. In business, your time is your money. Wasting time with unnecessarily long meetings with others is a way to let money trickle down the drain. Channing H Cox once visited President Calvin Coolidge whom he had succeeded as Governor of Massachusetts. Cox, who was often detained at his desk until well into the evening, was astonished to learn that Coolidge was able to see so many people and still leave the office at 5.00pm.
“What’s the difference?” Cox asked.
“You talk back,” replied the President.
5. Get The Briskness Habit. When you learn how to be brisk with others, without being rude, you’ll find a great ally in your quest to control your time. Clement Attlee, prime minister of post-war Britain, was known for his briskness at cabinet meetings. His knack was to stifle unnecessary talk. One of Attlee’s exchanges ran as follows:
“A good paper, minister. Do you need to add anything?” (ie there’s no need to say anything if it’s just a repeat of what’s in the paper).
“Has anyone any objections?” (ie don’t say anything if it’s already been covered).
“Right, then. Next item.”
6. Be Graciously Ruthless With Unwanted Callers. So, what if you do get people who want to trap you in your office and steal your time? How do you get rid of them without being rude? The answer is to be polite but determined. Here are some techniques to use:
• ask directly what they want and how long they might be
• suggest a time when you know you’ll be free
• have a regular “green period” slot when you are free each day to see people
• don’t succomb to the temptation of a break from what you’re doing
• agree to meet them at their workplace
• point out that what you are doing is important and ask if their interruption is more important
• use appropriate body language to indicate they are not welcome to stay, for example, stand up, perch on the edge of the desk, move towards the door, avoid eye contact.
Use these techniques and you’ll be letting people know that while you’re willing to be gracious with people, you’re going to be ruthless with your time.
The way you manage your time is one of the most public ways you manage your life. Treat your time as something that is cheap or worthless and you’ll fall prey to the Time Stealers. Treat your time as precious and valuable, and you’ll defeat the time stealers and stay time-rich.
© 2005, Eric Garner, ManageTrainLearn.com
For instant solutions to all your management training needs, visit www.managetrainlearn.com and download amazing FREE training software. And while you’re there, make sure you try out our prize quiz, get your surprise bonus gift, and subscribe to our fortnightly newsletter. Go and get the ManageTrainLearn experience now!
Posted by admin as Great Management Tips at 12:11 AM CDT
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If you, just by coincidence, read my short article about pleasure and pain called “The cockroach test”, you know already why exhilarating business goals are important. For the major rest of readers here is a brief summary.
Pleasure and pain are the two states human life bounces in between. At the very basic level we all want to avoid pain and gain pleasure. The strategies we use to achieve this can totally unhealthy and inappropriate, like drugging ourselves with alcohol, or very smart, like taking control over our own emotions and evoking the emotion we need. However, whatever we do, at the very bottom it is something we think releases pain or increases pleasure.
What is pleasurable is very individual but to strive for pleasure is not. Let me give you an example. Donald Trump finds it pleasurable to be the first in everything. Being a winner is ultimate pleasure for him. All he does is focused toward that goal. It is his way to gain ultimate pleasure.
On the other hand there was Mother Theresa. She found ultimate pleasure in helping orphans to survive. Her whole life was dedicated to contribute. Both, Donald Trump and Mother Theresa, have the same final goal. Pleasure. The means to reach it, the things they find pleasure in though are very different.
Finding the most powerful goal for you is as easy as finding the most pleasurable thing you can think of. Exploring what excites you most, what could totally energize you is the way to do it.
Before I will give you a technique to find your personal ultimate pleasure you need to learn a bit more about how pain and pleasure work.
Pain is a warning signal. It shows something is wrong. When our ancestors still lived in caves pain was the signal that made them aware of a vital threat. Being injured for example was almost always lethal. So the brain developed a way to warn them. Fear. Fear is pain as we all know. Fear triggers two possible strategies, fight or flight. And fighting is riskier than fleeing. Because the risk to be injured during a fight is higher, we tend to choose strategy two. Flight. This is not cowardice but smart. It is our basic scheme of acting. It takes strong believes to overcome this. Believes like patriotism for example.
Because pain is so important it has more weight than pleasure. Getting rid of pain usually is a stronger motivator than gaining pleasure.
Bottom-line: You need a very clear and passionate imagination of a pleasurable state to overcome the tendency to avoid pain.
This is the reason why most goals don’t work. They do not evoke the unstoppable desire to reach them. They are not pleasurable enough to motivate us in the face of every day’s pain. And because they lack the power to impassionate us constantly we eventually give up to reach them.
Again, a goal that is not desirable enough to energize us every single day that makes us feel vivacious only by imagining it is too weak for a business goal.
Now, how to find a goal that is extraordinary enough to drag us towards it even against pain?
I like to introduce you the “Yesterday, Today and Tomorrow” exercise. It is developed by Anthony Robbins and I like to use it for my personal goal setting as well as to develop business goal for my clients.
It is a little bit like a balance sheet and a future projection. Get yourself three pieces of paper and title the first “5 years ago”, the second “today” and the third “5 years from now”. Please do it in hand writing.
Now make 3 columns on every sheet and title the second column “Score” and the third “sentence”. Leave the first column untitled.
Make ten rows on every sheet and write into the rows of the first column:
* Physically
* Mentally
* Emotionally
* Attractiveness
* Relationships
* Living environment
* Socially
* Spiritually
* Carrier
* Financially
Start with the sheet “5 years ago” and fill it out. Give each category a score between 0, 0 meaning you had absolutely nothing in this area and 10 you where absolutely living your life’s desire in that category.
Just do the score and leave the sentence clean for now.
Once you did the score write a short sentence into the third column to describe where you where 5 years ago in that category. Something like “I was pretty fit, worked out every day but felt I still needed improvement”.
Take your time and try to remember what you where like in each category.
Now step to the next sheet and do the same exercise only now you score and describe where you are today.
You have now 2 sheets that you can compare. What has changed where? What progress have you made? Where have you reached your expectations and where have you not? Have you improved in some categories? Are there areas you have not reached what you wanted to reach?
Now to the last part of the exercise.
Before you fill it out, make sure you look at pleasure. The goal is not to be a 10 in every category but to find the most pleasurable state in every category and describe it.
Take sheet 3 and fill it out. Where do you want to be in 5 years in every category? How do you want to score? Write down what exactly you want to reach in each category. Do you want to be physically at 10? Write down what it would take to get there. Financially 10? Write down what it means to you and what must happen to get there.
If you have done this exercise you have a pretty good idea about what matters most in your life and where you want to be. You have the blueprint for your goals.
Now, as a last step I want you to dream.
“We are what and where we are because we have first imagined it” - Donald Curtis
Imagine that there was no way you could fail. Just for a moment. Dream it. You can not fail. Whatever you want to achieve you shall achieve it. What would that be you want to achieve? See it as you have achieved it already, hear what you would hear, feel what you would feel the moment you have reached it.
Dream the goals of the high score categories in your “in 5 years sheet”. What feels best? Which one is the brightest most compelling? Which one drags you most?
Once you have done this, you have a clear understanding what goals in your life have the highest potential to motivate you constantly.
Focus your business around these highly desirable goals. Find a business idea that incorporates these goals and you have a great chance of success.
This article may published freely only in its whole including all appendices.
c 2005 by Norbert Haag
Online Business Coach
http://www.onlinebusinesscoach.com
Norbert Haag is a business consultant, entrepeneur and sought after speaker for more than 20 years. His company - Online Business Coach http://www.onlinebusinesscoach.com - provides information and services for online businesses, small business owners and freelancers.
You can reach Norbert at nhaag@onlinebusinesscoach.com.
Posted by admin as Great Management Tips at 2:04 AM CDT
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